绿色变革型领导的影响效果及其理论解释机制

在环境问题日益严峻的当代背景下,社会各界愈发呼吁企业及其领导者履行环境责任。正因如此,绿色变革型领导在近几年逐渐成为一个前沿研究主题。绿色变革型领导是指领导者激励下属实现组织的绿色环保目标,鼓励下属取得超出预期水平的环保绩效。目前,研究发现,绿色变革型领导能够显著提升员工和企业的绿色行为、绿色创新。社会认知、情感事件、自我决定、社会认同和动态能力是解释上述关系的重要理论。最后,文章提出了一些展望供未来研究参考。     

The Impact of Leadership Style on Global Management Practices1

A study was conducted to explore the impact of differences in leadership style on the practice of global leadership and management. Data were collected from 391 senior managers from a global organization and 1,701 of their direct reports, 358 straight-line supervisors, and 266 dotted-line supervisors. ANOVA results indicate that transformational leaders were rated significantly higher on all behaviors by their direct reports than were transactional leaders. Straight-line supervisors rated transformational leaders significantly higher on managing change- and relationship-management behaviors, whereas dotted-line supervisors rated transformational leaders higher on learning orientation. Finally, transformational leaders were significantly more self-aware (greater congruence in self vs. direct reports' average ratings) regarding the practice of these behaviors. implications for future research are discussed.     

Transformational leadership and moral reasoning

Terms such as moral and ethical leadership are used widely in theory, yet little systematic research has related a sociomoral dimension to leadership in organizations. This study investigated whether managers' moral reasoning (n = 132) was associated with the transformational and transactional leadership behaviors they exhibited as perceived by their subordinates (n = 407). Managers completed the Defining Issues Test (J. R. Rest, 1990), whereas their subordinates completed the Multifactor Leadership Questionnaire (B. M. Bass & B. J. Avolio, 1995). Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scoring in the lowest group. As expected, there was no relationship between moral-reasoning group and transactional leadership behaviors. Implications for leadership development are discussed.     

Developing Managerial Skills Through Coaching: Efficacy of a Cognitive-Behavioral Coaching Program

Managerial coaching is currently seen as an effective leadership practice facilitating learning process of the employees for performing better and being more effective in organizations. This article builds on recent research on the importance of the managerial coaching by empirically investigating the effects of a cognitive-behavioral coaching programme over mid-level managers. Due to the similarities between managerial coaching behaviors and transformational leadership behaviors, we have adopted the transformational leadership model as theoretical framework for evaluating management behaviors. The study used a pre-posttest approach to test the effects of the coaching program especially designed for 23 mid-level managers having as responsibility the supervision of production teams in a multinational organization. The major aims of the program consisted of: developing managerial coaching skills, assertive communication skills, motivation of subordinates. Overall, the analysis of results elicited an increase of scores in the leadership behavior dimensions measured by multifactor leadership questionnaire that are part of the managerial coaching skills. Besides, the effectiveness perceived as an indicator of performance was significantly higher upon completion of the coaching program. Findings suggest that coaching, as a professional development method, has great potential to contribute to the managerial behaviors that facilitate development at subordinate level, as they are captured by some transformational and transactional scales. Such knowledge can be informative for practitioners as well in developing effective managers and leaders and understanding and managing employee attitudes and behaviors in organizations.     

Crisis and the Emergence of Charismatic Leadership in Groups: An Experimental Investigation1

Existing models of transformational change often highlight the charismatic attributes of leaders. Few approaches focus on the social preconditions which allow charismatic leadership processes to unfold. This research explores the notion that crisis is important to the emergence of charismatic leadership. The findings of a laboratory study indicate that crises foster the emergence of charismatic leaders who are then rated as more effective than group leaders who emerge in noncrisis situations. The implications for current conceptualizations of charismatic leadership processes and their role in frame-breaking organizational changes are discussed.     

The effects of transformational and change leadership on employees' commitment to a change: a multilevel study

The effects of transformational leadership on the outcomes of specific change initiatives are not well understood. Conversely, organizational change studies have examined leader behaviors during specific change implementations yet have failed to link these to broader leadership theories. In this study, the authors investigate the relationship between transformational and change leadership and followers' commitment to a particular change initiative as a function of the personal impact of the changes. Transformational leadership was found to be more strongly related to followers' change commitment than change-specific leadership practices, especially when the change had significant personal impact. For leaders who were not viewed as transformational, good change-management practices were found to be associated with higher levels of change commitment.     

An examination of linkages between personal characteristics and dimensions of transformational leadership

Recent research in organizational behavior has found that transformational leadership can engender improved employee work outcomes in many types of organizations. Personal characteristics of transformational leaders, however, have not been thoroughly investigated. This paper reports the findings of a study that explored relationships between personal characteristics and dimensions of transformational leadership using sales managers as the population of interest. Findings suggest that a reconceptualization of the proposed linkages may be necessary. Potential explanations for the results obtained are presented along with managerial and research implications.The authors gratefully acknowledge the host company for its participation in the study.     

Leadership and substitutes for leadership among professional and nonprofessional workers.

In this article, the authors discuss their research on similarities and differences between professionals and nonprofessionals in their responses to managerial leadership behaviors and substitutes for leadership. Their study sample comprised workers at many organizational levels in several hospital and contract research organizations in the Southwest, and they used a multidimensional measure of professionalism to create subsamples of professionals and nonprofessionals. The authors used questionnaire data to test hypotheses regarding instrumental and supportive leadership behaviors and their substitutes. They found that role clarification and support from leaders were important predictors of worker's job satisfaction and organizational commitment for both subsamples, and that formal rules and procedures were an important supplement for instrumental leadership behaviors. Professionals differed from nonprofessionals in that intrinsically satisfying work tasks and importance place on organizational rewards were strong substitutes for leaders' support. The authors conclude that worker professionalism is an important moderator variable for research on leadership and substitutes for leadership.     

The two faces of transformational leadership: empowerment and dependency

Followers' identification with the leader and the organizational unit, dependence on the leader, and empowerment by the leader are often attributed to transformational leadership in organizations. However, these hypothesized outcomes have received very little attention in empirical studies. Using a sample of 888 bank employees working under 76 branch manages, the authors tested the relationships between transformational leadership and these outcomes. They found that transformational leadership was positively related to both followers' dependence and their empowerment and that personal identification mediated the relationship between transformational leadership and followers' dependence on the leader, whereas social identification mediated the relationship between transformational leadership and followers' empowerment. The authors discuss the implications of these findings to both theory and practice.     

Is Charismatic Leadership Effective When Workers Are Pressured To Be Good Citizens?

Prior research has explored how employees’ perceptions of their leaders impact their work attitudes and behaviors. Studies have shown that charismatic leaders motivate individuals to be more engaged and to exhibit more organizational citizenship behaviors. This study considers how a moderator, citizenship pressure, affects how charismatic leaders might inspire their followers to go above and beyond and be more engaged in their work. Using a sample of 243 workers, this study's findings show that charismatic leadership has a stronger positive effect on job engagement when employees perceive less citizenship pressure. Citizenship pressure did not moderate the relationship between charismatic leadership and organizational citizenship behavior. Implications of this study include an examination of the moderating influence of citizenship pressure, a relatively new construct. Practically, the implications may shed some light on leadership factors that encourage increased effort from employees and greater employee engagement. More specifically, findings suggest that persons are motivated to exhibit more OCBs to meet high expectations of charismatic leaders. However, when seeking engagement, feeling pressure to perform these OCBs has a reverse effect as more job engagement results with less citizenship pressure. Future research suggestions and limitations are discussed.     

LEADERSHIP AND EMPLOYEES’ REACTIONS TO CHANGE: THE ROLE OF LEADERS’ PERSONAL ATTRIBUTES AND TRANSFORMATIONAL LEADERSHIP STYLE

We examined the role of leaders’ personal attributes and transformational leadership behaviors in explaining employees’ intentions to resist a large‐scale organizational change. Through a multilevel analysis of data from 75 school principals and 586 teachers, we found that teachers’ intentions to resist the organizational change were negatively related to their principals’ openness to change values and transformational leadership behaviors, and positively related to their principals’ dispositional resistance to change. Furthermore, principals’ transformational leadership behaviors moderated the relationship between teachers’ dispositional resistance and intentions to resist the change.     

Workplace emotions: the role of supervision and leadership

In this experience sampling study, the authors examined the role of organizational leaders in employees' emotional experiences. Data were collected from health care workers 4 times a day for 2 weeks. Results indicate supervisors were associated with employee emotions in 3 ways: (a) Employees experienced fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers; (b) employees with supervisors high on transformational leadership experienced more positive emotions throughout the workday, including interactions with coworkers and customers; and (c) employees who regulated their emotions experienced decreased job satisfaction and increased stress, but those with supervisors high on transformational leadership were less likely to experience decreased job satisfaction. The results also suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.     

The role of leadership perception as a mediator between managers’ self-monitoring and subordinate attitudes

Although the role of social cognition in leadership perception has been emphasized frequently in recent years, research using this approach in an organizational context is rare. This study investigated subordinates’ perceptions of their managers as leaders (that is, to what extent they perceive their manager as a leader) as a potential mediating factor explaining the relationship between managers’ self-monitoring and their subordinates’ attitudes toward their organizations. The study was carried out with middle-level managers (N = 64) and their subordinates (N = 210) from various business organizations in Turkey. Results indicate that subordinates’ leadership perceptions of their managers mediate the relationship between managers’ self-monitoring and their subordinates’ affective and normative organizational commitment. These results provide insight into some of the antecedents and outcomes of leadership perception.     

Gender‐typing of leadership: Evaluations of real and ideal managers

This research focuses on female underrepresentation in managerial positions. Specifically, two studies examine gender‐typing for managerial roles in Spain using ratings for real and ideal managers. In addition, we analyse the existence of same‐gender bias on evaluations of the behavior of actual leaders. In the first study, 195 Spanish workers evaluate the extent to which gender‐stereotypical traits are important for becoming a successful middle manager in three conditions (female managers, male managers, and managers in general). In the second study, we explore the degree to which the behavior of real Spanish managers is gender‐typed and the existence of same‐gender bias on leadership styles – transformational, transactional and avoidant/passive – and on leadership outcomes – effectiveness, extra effort and satisfaction – from the perspective of subordinates (N = 605). Overall, the results demonstrate that masculine characteristics were rated as more important than feminine characteristics for managerial positions, and they were more often assigned to male managers than to female managers. Unexpectedly, this manager‐male association is stronger among female participants than among male participants. Our findings also demonstrate that women subordinates evaluate their same‐sex supervisors more favorably in transformational leadership, effectiveness, and extra effort. The negative consequences derived from gender‐typing managerial positions are highlighted according to the role congruity theory of prejudice toward female leaders. The positive effects of in‐group female bias on behavior ratings are also noted. The mixed implications of these results for women's advancement to leadership positions are discussed.     

Adaptive self-regulation: meeting others' expectations of leadership and performance

The authors used longitudinal multisource field data to examine core aspects of the adaptive self-regulation model (A. S. Tsui & S. J. Ashford, 1994) in terms of linkages between self-monitoring, discrepancy in manager match-to-position, 5 measures of leadership, and manager performance. At Time 1, 64 superiors of focal managers rated the managers' matches to their positions within the organization; at Time 3, they rated the managers' performance. At Time 2, the 64 focal managers completed a measure of self-monitoring, and 192 subordinates rated the focal managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager match-to-position was associated with reductions in laissez faire and passive management-by-exception behaviors and increases in transformational leadership behavior. Self-monitoring was positively associated with all 5 leadership behaviors. Performance was related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent-reward behaviors     

Adaptive Self-Regulation: Meeting Others' Expectations of Leadership and Performance

Abstract

The authors used longitudinal multisource field data to examine core aspects of the adaptive self-regulation model (A. S. Tsui & S. J. Ashford, 1994) in terms of linkages between self-monitoring, discrepancy in manager match-to-position, 5 measures of leadership, and manager performance. At Time 1,64 superiors of focal managers rated the managers' matches to their positions within the organization; at Time 3, they rated the managers' performance. At Time 2, the 64 focal managers completed a measure of self-monitoring, and 192 subordinates rated the focal managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager match-to-position was associated with reductions in laissez faire and passive management-by-exception behaviors and increases in transformational leadership behavior. Self-monitoring was positively associated with all 5 leadership behaviors. Performance was related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent-reward behaviors     

新瓶旧酒或推陈出新：包容性领导是一种独立的领导类型吗？

包容性领导是解决当前职场中员工多样性问题的一种新型领导类型。由于领导类型众多且存在交叉重叠现象,包容性领导是否是一种独立的领导类型值得检验。176份纵向调查数据分析结果表明：与变革型领导、交易型领导和家长式领导相比,包容性领导具有独立的概念结构,在对领导成员交换和工作满意度的预测上具有显著的增进效应和优势效应。     

Leadership In Times Of Uncertainty: Recent Findings,Debates, And Potential Future Research Directions

This paper reviews current debates and findings surrounding leadership in times of uncertainty as framed by the social identity theory of leadership. The past decade has witnessed reinvigorated social psychological research on leadership by focusing on the identity function of leadership, as well as group‐based and prototype‐based influences. This line of research overwhelmingly confirms that group prototypical leaders are preferred over less prototypical leaders. Integrating uncertainty‐identity theory, recent evidence illustrates self‐conceptual uncertainty can strengthen or weaken/negate the prototypical leader advantage. This novel line of research also demonstrates how and when uncertainty can alter perceptions of and preferences for different, and sometimes ‘nasty’ leaders—contradicting contemporary organizational behavior and leadership theories, which argue that people (almost always) prefer transformational, charismatic, or authentic leaders.     

绿色变革型领导对团队绿色行为的影响： 基于社会认知视角的本土探索

随着环境问题日益严峻,如何鼓励和引导组织中的绿色行为已逐渐成为领导者的使命。本研究检验了绿色变革型领导对团队绿色行为的影响,并从社会认知的视角探索团队绿色自我效能的中介作用和集体主义气氛的调节作用。对104份团队数据进行回归分析,结果发现：绿色变革型领导与团队绿色行为呈正相关,团队绿色自我效能在上述过程中起着部分中介作用;集体主义气氛正向调节了团队绿色自我效能与团队绿色行为的直接关系,以及绿色变革型领导与团队绿色行为之间经由团队绿色自我效能的间接效应。本研究的结果能为如何管理团队绿色行为提供启发。     

The communality-bonus effect for male transformational leaders – leadership style,gender, and promotability

Women have made considerable inroads into the workforce but remain underrepresented in leadership positions. Even though studies show that men and women hardly differ in their leadership behaviours, we argue that male and female leaders are evaluated differentially contingent on the gender-congruence of their leadership style. Drawing arguments from expectancy violation theory, we investigate evaluations of men and women who show transformational leadership (a style consisting of communal behaviours in line with stereotypes about women) and autocratic leadership (a style consisting of agentic behaviours in line with stereotypes about men). We employed a three-study research design combining two experimental studies and a two-wave field study with business leaders (overall N = 344). Overall transformational leadership resulted in higher evaluations of promotability due to higher perceptions of leaders’ communality and leadership effectiveness. Importantly, these effects were stronger for men, and men showing transformational leadership were evaluated to be more promotable than women. This implies a communality-bonus effect for male transformational leaders. There was no difference in promotability evaluations for women versus men showing autocratic leadership. This effect was mediated by agency and effectiveness perceptions for women but not for men. Implications are discussed.