团队领导与团队有效性:基于社会认同理论的多层次研究

随着工作团队的广泛应用,团队有效性已成为研究者与管理者关注的焦点。团队领导作为影响有效性的关键因素,其作用机制得到研究者的日益关注。虽然团队领导的多层特征与中介机制已进入研究者的视野,但多层交互作用机制的实证探讨还较少;领导测量的情境性尚未得到充分关注。本研究在双通道团队变革型领导模型和社会认同理论基础上,提出基于团队、个体各自独立水平与两者交互层面的团队变革型领导作用机制模型。研究将在开发双通道团队变革型领导行为的情景判断测验基础上;通过企业问卷调查分阶段收集多源数据,整合多层结构方程与多层线性模型的数据分析,验证假设中的团队层面变量(团队聚焦变革型领导、关系认同、集体认同)与个体层面变量(个体聚焦变革型领导、领导成员交换、领导导向关系认同)之间的交互关系与边界条件,及对有效性的影响。研究结果一方面可拓展现有的团队领导理论,另一方面可为团队领导选拔等实践应用提供支持。     

同事公正氛围：构念、测量、效能与展望

以往对公正氛围的探讨主要集中于源自权威的公正氛围上,而对来自同事的公正氛围关注较少。同事公正氛围是指团队成员对团队内同事之间相互对待公正性的共同知觉。本文首先对比总结界定了同事公正氛围的概念,明晰了其结构维度与测量工具,然后着重梳理评价了同事公正氛围的影响效能。未来研究应致力于：加强探讨同事公正氛围的前因变量,探讨同事公正氛围影响效能的内在机制和边界条件,运用纵向设计研究同事公正氛围的形成机制及影响效能,以及探索同事公正氛围研究的本土化。     

儿童的分配公平性:心理理论的作用

心理理论是影响儿童分配公平性的重要因素之一。"多重动机"的理论假设认为心理理论能够帮助儿童在不同的动机中权衡利弊,找到满足自我利益和他人需求之间的平衡;其中,感知需求、推断意图、理解情绪是影响独裁者博弈、最后通牒博弈、第三方惩罚中分配公平性的主要成分。未来研究需为此提供更多实证依据,探讨不同类型的公平分配与心理理论各组成成分的关系,以及可否通过训练心理理论能力促进儿童公平概念的发展。     

The building blocks of shared leadership: The interactive effects of diversity types,team climate,and time

Despite the wealth of empirical studies and recent meta-analyses demonstrating the positive performance effects of shared leadership, knowledge regarding antecedents is limited. We draw upon a collective approach to leadership identity construction theory and team diversity in order to understand the member attributes that impact leadership sharing. We suggest that both informational/functional and social categorization diversity types are important dimensions when considering shared leadership antecedents. First, we suggest functional diversity will result in higher levels of shared leadership but will only be realized when teams elicit a cooperative climate. Second, we suggest that gender diversity, a salient social category, will have a negative impact on shared leadership, particularly in a low cooperative climate. We further hypothesize these effects will change over time as the positive effects of functional diversity strengthen and the negative effects of gender differences weaken. We test our hypotheses, including the impact on team performance, in a time-lagged sample of 267 undergraduate students in 73 teams competing in a complex business simulation and a constructive replication with 142 MBA students in 41 teams. Theoretical and practical implications are discussed.     

员工伦理型领导原型对伦理型领导有效性的影响：员工崇敬感的中介作用

基于工作场所中具体积极情绪的理论模型和内隐领导理论, 探究了伦理型领导对员工工作绩效的影响机制, 具体是检验了崇敬感的中介作用和员工伦理型领导原型的调节作用。通过对一项问卷调查研究(193份上下级配对数据)和两个情境实验获得的实证数据进行统计分析, 结果表明: 伦理型领导能够正向影响员工的崇敬感; 崇敬感能够中介伦理型领导对组织公民行为的积极作用, 但对任务绩效的中介效应并不显著; 此外, 员工的伦理型领导原型会强化伦理型领导与员工崇敬感之间的正向关系, 即相比于拥有低伦理型领导原型的员工, 拥有高伦理型领导原型的员工更容易对伦理型领导产生崇敬感; 崇敬感能够中介伦理型领导与员工伦理型领导原型的交互作用对组织公民行为的影响。     

The relationship between abusive supervision,distributive justice and job satisfaction: A substitutes for leadership approach

IntroductionRecently, interest in abusive supervision has grown (Tepper, 2007). However, little is still known about organizational factors that can reduce the adverse effects of abusive supervision.ObjectiveBased on a substitute for leadership perspective (Kerr & Jermier, 1978), we predict that job resources adequacy and role clarity act as buffers in the negative relationship between abusive supervision, distributive justice and job satisfaction.MethodA sample of 253 employees from a City Hall was used to test our hypotheses.ResultsWe found that abusive supervision was significant and negatively related to distributive justice when job resources adequacy and role clarity were low, but not when job resources adequacy and role clarity were high, with consequences for job satisfaction.ConclusionsThese findings suggest that job resources adequacy and role clarity can reduce the negative impact of abusive supervision, which then lessens distributive unfairness perceptions and job dissatisfaction.     

The impact of virtuality on team effectiveness in organizational and non-organizational teams: A meta-analysis

We meta-analytically assess the virtuality-team effectiveness relationship using 73 samples of organizational teams (5738 teams) reporting on a wide range of productive (e.g. earnings), performance (e.g. customer ratings), social (e.g. cohesion), and team member (e.g. project satisfaction) outcomes. Our results suggest that in work organizations, virtuality is not a direct input—negative or positive—to team effectiveness. In contrast, using 109 samples of non-organizational teams (5620 teams), we show that virtuality is a significant negative input to team effectiveness. We also meta-analytically assess the issue of results generalizability from non-organizational to organizational settings, and find that overall, results from non-organizational studies largely fail to generalize to organizational virtual teams. Using moderator analysis, we explore a number of study features that may explain the poor results generalizability from non-organizational to organizational studies. We find that results from non-organizational studies using undergraduate students, short team duration, and laboratory settings drive the non-generalizability effect, whereas results from non-organizational studies using graduate students, longer team duration, and classroom settings produce results comparable to those of organizational studies of virtual teams. Theoretical, methodological, and practical implications are discussed.     

Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes

This study investigated the effects of transformational and transactional leadership styles and communication media on team interaction styles and outcomes. Teams communicated through one of the following three ways: (a) face-to-face, (b) desktop videoconference, or (c) text-based chat. Results indicated that transformational and transactional leadership styles did not affect team interaction styles or outcomes; that the mean constructive interaction score was higher in FTF than videoconference and chat teams, but not significantly higher in videoconference than chat teams; and that teams working in richer communication media did not achieve higher task performance than those communicating through less rich media. Finally, mean team cohesion scores were higher in FTF and videoconference than chat teams, but not significantly higher in FTF than videoconference teams. These results provide further evidence that communication media do have important effects on team interaction styles and cohesion.     

Justice and employee attitudes during organizational change: The mediating role of overall justice

IntroductionSeveral studies have investigated the mediating role of overall justice (OJ) in the relationships between specific dimensions of justice and employee attitudes. However, prior research has neglected to examine OJ during the process of organizational change, as suggested in fairness heuristic theory (FHT).ObjectiveThis study aims to replicate the results of previous studies and expand them by examining, in two contexts of organizational change implementation, the mediating role of OJ in the relationships between procedural, interpersonal, and informational justice (PJ, ITJ, and IFJ, respectively) and employee attitudes (job satisfaction, turnover intentions, and organizational commitment).MethodologyWe surveyed 537 employees experiencing a company reorganization (Study 1) and 188 employees experiencing a merger (Study 2).ResultsEach dimension of justice is related to OJ, which in turn is associated to employee attitudes. Furthermore, bootstrap results indicated that OJ mediates the effects of PJ, ITJ, and IFJ on job satisfaction and turnover intentions (in both studies), and on affective, normative, and continuance commitment (in Study 2).ConclusionOur findings show the importance of fairness during organizational change. Treating employees fairly in times of change is crucial for managers.     

When the means justify the ends: effects of observability on the procedural fairness and distributive fairness of resource allocations

While there is substantial research examining how recipients react to allocations that vary in procedural fairness (Colquitt, Conlon, Wesson, Porter, & Ng, 2001 ), previous research has not examined how those dividing resources among themselves and others manipulate procedural fairness (Tyler & Smith, 1998 ). In this paper, we introduce a measure that allows us to compare procedural fairness across resource allocations, and we use an experimental procedure in which participants vary the procedural fairness of their allocations. In three studies, we show that those dividing resources make proactive tradeoffs between distributive and procedural fairness. Participants increased the procedural fairness of their allocations when they knew recipients would observe their procedures, but they were less likely to divide the resources equally among recipients. The decreased emphasis on distributive fairness when procedures were observable resulted in higher joint outcomes, suggesting that the observability of procedures has important implications for the efficiency of resource allocation in groups. Copyright © 2006 John Wiley & Sons, Ltd.     

自恋型领导对团队创造力形成过程的多视角研究

领导自恋是组织中的普遍现象, 自恋型领导是否能有效地整合团队知识形成创新是管理者不可回避的问题。在回顾已有研究基础上, 采用聚合观、过程观和社会网络三种视角, 全面地厘清自恋型领导对团队创造力的影响。其中, 聚合观强调个体创造力对形成团队创造力的重要作用, 过程观强调团队成员之间的交互作用在团队创造力形成过程中不可或缺, 而社会网络视角注重团队成员的相对位置和内外关系。三种视角相互补充, 明确了自恋型领导和团队创造力之间关系的内在机制以及边界条件。研究结论将为存在自恋型领导的团队干预策略提供参考, 有助于为管理者提高自恋型领导对团队作用的有效性提供借鉴。     

The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment

Leaders are encouraged to show benevolence to followers in paternalistic cultures. Yet, there remains debate about whether the influence of increasingly benevolent leadership on follower outcomes is linearly favorable. Grounded in the too‐much‐of‐a‐good‐thing effect and resource allocation theory, we developed and tested a model considering a potential curvilinear relationship between benevolent leadership and team performance while also examining the mediating role of team action processes. We further reasoned that this curvilinear indirect effect would be moderated by team commitment, which could neutralize the diminishing performance returns resulting from excessive benevolent leadership. To test these ideas, we carried out two studies. In the first study, multisource and time‐lagged data collected from 381 employees working in 104 research and development teams showed that benevolent leadership exhibited an inverted U‐shaped relationship with team performance, but this curvilinear relationship disappeared in teams with high team commitment. In the second study, we replicated and extended our results using a sample of 417 employees from 101 hotel management teams of a large hotel chain. Specifically, we found an inverted U‐shaped relationship between benevolent leadership and team action processes, which mediated the inverted U‐shaped relationship between benevolent leadership and team performance. Moreover, this indirect curvilinear effect only held in teams with low team commitment. We discuss the implications of our findings for both theory and practice.     

Organizational justice and extrarole customer service: The mediating role of well-being at work

The purpose of this article is to propose and test a model of extrarole customer service (ERCS). We propose that organizational justice (distributive, procedural, interpersonal, and informational) promotes well-being at work (low burnout and high engagement). Well-being at work, in turn, engenders more effective ERCS. Thus, well-being at work is considered a mediator of the relationships from organizational justice to ERCS. This fully mediated model was compared to an alternative fully direct model. The sample consisted of 317 contact employees who were working in the Spanish service sector. The results of structural equation modelling supported the importance of the mediating role of the positive side of well-being at work (engagement) in the relationship between organizational justice and ERCS. The article concludes with a discussion of the theoretical and managerial implications.     

The role of formal information sharing in key account team effectiveness: does informal control matter and when

Team selling is a useful approach for retaining strategically important accounts in business-to-business markets. For key account sales teams, ensuring adequate access to information about customer needs offers sustainable competitive advantages. However, the internal alignment of market information remains a recurring managerial issue in key account team selling. This study develops a moderated mediation model to identify management strategies that encourage team members' formal information sharing, which in turn improves team effectiveness. Analysis of a multilevel data set comprising 37 fluid key account teams reveals that customer orientation and task interdependence increase formal information sharing among team members. Managers' exercise of professional control strengthens the positive impact that formal information sharing has on team satisfaction. However, the practice has a dysfunctional influence on the positive effect of task interdependence on formal information sharing. Firms with key account management (KAM) programs must decide whether the marginal benefits attained by advocating such professional control outweigh the possible drawbacks.     

授权型领导的负面效应：理论机制与边界条件

已有研究主要关注授权型领导的正面影响, 然而, 新近的研究表明授权型领导可能也会引发潜在的负面效应。针对此问题, 首先界定了授权型领导的概念及其核心特征。其次, 基于双重任务加工效应、角色理论和内隐领导理论, 阐释了授权型领导负面效应的理论机制, 并进一步分析和总结了授权型领导的有效性在何种条件下能够实现。最后, 提出了授权型领导负面效应未来研究方向的建议。     

The relationship between justice and attitudes: An examination of justice effects on event and system-related attitudes

Research in organizational justice has always been interested in the relationship between justice and attitudes. This research often examines how different types of justice affect different attitudes, with distributive justice predicted to affect attitudes about specific events (e.g., performance evaluation) and procedural justice predicted to affect attitudes about organizations (e.g., organizational commitment). However, there is mixed support for these predictions. Moreover, this approach generally ignores the relationship between attitudes about the specific event and attitudes toward the organization. In this study we identify three alternative models of justice and attitudes. We use customer responses to complaint handling to test these alternative conceptualizations. Results generally support a mediated model, wherein event attitudes mediate the effect of justice perceptions on system-related attitudes. The implication of these findings for organizations and justice researchers are discussed.     

需求和接受的授权型领导匹配对下属工作结果的影响：情绪耗竭的中介作用

基于人-环境匹配理论和压力认知交互作用理论, 本文探讨了下属需求和接受的授权型领导匹配性对下属态度、行为和绩效的影响及情绪耗竭的中介作用。本文分别通过对150位领导与150位下属(研究1)、50位领导与243位下属(研究2)的配对样本开展两项多时点、多来源的问卷数据收集, 并采用跨层次多项式回归和响应面分析方法得出以下结论: (1)下属需求和接受的授权型领导失配会导致下属情绪耗竭; (2)相对于授权不足, 领导的过度授权更会导致下属情绪耗竭; (3)下属需求和接受的授权型领导匹配性通过作用于下属情绪耗竭进而影响下属对领导的满意度、组织公民行为和工作绩效。