变革型领导对员工绩效和满意度的影响：心理资本的中介作用及程序公平的调节作用

通过对国内一家企业共785位员工及其直接主管的问卷调查, 考察了下属心理资本在变革型领导与下属工作绩效及满意度之间关系的中介作用以及程序公平对该关系的调节作用。研究结果显示：1)下属的心理资本与其工作绩效和满意度正向相关; 2)下属的心理资本部分中介了变革型领导对下属工作绩效及满意度的正向关系; 3) 下属的程序公平调节了变革型领导对下属心理资本的影响。具体而言, 下属的程序公平感越高, 变革型领导与下属心理资本的正向关系越强, 反之越弱; 4) 进一步地, 程序公平调节了下属心理资本对变革型领导－工作绩效和满意度的中介作用, 即：程序公平感越高, 变革型领导通过心理资本对下属的工作绩效和满意度所产生的作用就越强, 反之越弱。最后讨论了该研究的理论意义和应用价值。     

Positive Group Affective Tone and Team Creative Performance and Change‐Oriented Organizational Citizenship Behavior: A Moderated Mediation Model

Despite the vast amount of research on creativity and organizational citizenship behavior (OCB), little knowledge has been accumulated with respect to underlying mechanisms and boundary conditions affecting team creative performance and change OCB. To fill this research gap, this study aims at proposing and testing a moderated mediation model that delineates the relationships among positive group affective tone (PGAT), team reflexivity, team leader transformational leadership, team creative performance, and team change OCB. As hypothesized, PGAT was positively associated with team reflexivity, which in turn significantly predicted team creative performance and change OCB. In addition, the relationship between PGAT and team reflexivity and the indirect effects of PGAT on team creative performance and change OCB through team reflexivity were more pronounced when team leader transformational leadership was high than when it was low. These findings were validated in a post hoc analysis that compared the proposed moderated mediation model with alternative models.     

团队领导组织公民行为的有效性：以双维认同为中介的多层次模型检验

本研究旨在考察团队领导组织公民行为对团队员工角色内绩效的影响及其以团队员工的共享团队认同和领导认同为中介的作用机制。采用团队领导—团队员工匹配问卷的调查方法,使用29个团队的样本数据对相应的多层次模型进行检验。结果显示：团队领导组织公民行为对团队员工角色内绩效有显著的正向影响;团队员工的共享团队认同和领导认同分别和同时在团队领导组织公民行为与团队员工角色内绩效之间起到完全的跨层次中介作用。     

An examination of when and how leader political skill influences team performance in China: A cultural value perspective

This study examined the relationship between leader political skill and team performance, as well as the mediating (team cohesion) and moderating (power distance) variables of the relationship. Our theoretical model was tested using data collected from employees in a food service company. Analyses of multisource and lagged data from 59 teams and 276 members indicated that leader political skill was positively related to team performance via team cohesion. Further, both the relationship between leader political skill and team cohesion and the indirect relationship between leader political skill and team performance were stronger when teams exhibited lower power distance.     

The effect of cultural orientation and leadership style on self‐ versus other‐oriented organizational citizenship behaviour in Turkey and the Netherlands

This paper investigated the effects of a paternalistic and empowering leadership style on organizational citizenship behaviour (OCB) in an experimental design using 100 Turkish and 100 Dutch students who held part‐time jobs. Confirming our expectations, a paternalistic leadership style had a more positive effect on job dedication and organizational support in Turkey than in the Netherlands. Contradicting our expectations, an empowering leadership style did not have a more positive effect on any of the OCB dimensions in the Netherlands than it did in Turkey. However, in the Netherlands an empowering leadership style had a stronger effect on interpersonal facilitation, job dedication, and organizational support than a paternalistic leadership style. Paternalistic and empowering leadership styles both had positive effects on OCB dimensions in Turkey. As expected, collectivism moderated the relationship between paternalistic leadership style and other oriented OCB (i.e., interpersonal facilitation). Specifically, people who had more collectivistic tendencies were more positively influenced by a paternalistic leader than people who had low collectivistic tendencies in both countries. However, individualism did not have any moderating effects on the relationship between empowering leadership style and self‐oriented OCB (i.e., job dedication). Our findings are relevant for understanding the effects of leadership styles and cultural orientations on self‐ versus other‐oriented OCB in Turkey and the Netherlands.     

Shared leadership and team effectiveness: The examination of LMX differentiation and servant leadership on the emergence and consequences of shared leadership

This study examined the effects of leader–member exchange (LMX) differentiation on team-shared leadership and team effectiveness. Drawing on the group engagement model, we suggested that LMX differentiation negatively affects team-shared leadership and team effectiveness (i.e., team performance and team organizational citizenship behavior [OCB]). Servant leadership weakens the negative effects of LMX differentiation on shared leadership. We tested our predictions using data from a sample of 336 salespersons nested in 110 sales teams in China. We found that shared leadership mediated the relationships between LMX differentiation with both team performance and team OCB. In addition, servant leadership moderated the relationship between LMX differentiation and shared leadership and the indirect relationship between LMX differentiation with both team performance and team OCB.     

Psychological capital as a team phenomenon: Mediating the relationship between learning climate and outcomes at the individual and team levels

Psychological capital is a positive psychological state that influences employees’ behaviors and attitudes. Research has only recently begun to examine the phenomenon as a shared psychological team state. The purpose of this research is to examine the mediating role of team psychological capital in the relationship between learning climate and outcomes at the individual and team levels. The findings, which were carried out among 82 school management teams, indicated a positive relationship between learning climate and the team’s psychological capital, and between the team’s psychological capital and the individual’s job satisfaction and the team’s organizational citizenship behavior (OCB). It was also found that team’s psychological capital mediates the relationship between the team’s learning climate and job satisfaction, and between learning mechanisms and the team’s OCB. The findings might encourage research into psychological capital as a team phenomenon and encourage decision-makers to develop ways of reinforcing psychological capital among teams.     

创新氛围、创新效能感与团队创新：团队领导的调节作用

在团队层次探讨创新氛围、创新效能感以及团队领导对团队创新绩效的影响。对51个工作团队的研究结果表明, 团队创新氛围与团队创新绩效有显著的正向关系, 而团队创新效能感在这一关系中起到中介作用。同时, 引领创新的团队领导调节了创新效能感与团队创新绩效之间的关系, 团队领导越倾向于引领创新, 创新效能感与创新绩效之间的关系就越强, 经由创新效能感传导的创新氛围对创新绩效的效应也就越大。研究结果深刻揭示了创新氛围、创新效能感、创新领导和团队创新之间的关系。     

The Relationship between Psychological Capital,Coping with Stress,Well-Being,and Performance

This study examined coping with stress from an organizational perspective by positing a relationship between Psychological Capital (PsyCap) and coping strategies (defined as change, accepting, or withdrawal). It was hypothesized that coping strategies would mediate the relationship between PsyCap and people’s well-being and performance. Questionnaire findings from a five hundred and fifty four employees showed a significant relationship between PsyCap and coping. Coping strategy in terms of change partially mediated the relationship between PsyCap and the outcomes of well-being and performance. Coping strategy in terms of withdrawal partially mediated the relationship between PsyCap and performance. PsyCap was found to have a strong, positive, and direct correlation with well-being and performance. Well-being was not found to associate significantly with performance. These findings suggest that the central variable in the model is not coping but PsyCap. PsyCap appears to have a strong, direct, and significant effect on the dependent variables. The theoretical implications are examined and future research avenues suggested.     

Savoring as a Moderator of the Daily Demands and Psychological Capital Relationship: A Daily Diary Study

ABSTRACT

The present study examined daily savoring as a moderator of the relationship between daily demands and daily psychological capital (PsyCap), a collective term referring to the positive psychological states of hope, optimism, resilience, and self-efficacy. A sample of university students (N = 109) responded to nightly online surveys over the course of eight days. Results showed that daily uplifts and savoring were positively related to overall daily PsyCap, as well as each individual dimension of the PsyCap. Daily demands were negatively related to PsyCap and each dimension of PsyCap. Additionally, daily savoring significantly interacted with daily demands to predict overall PsyCap, as well as the individual dimensions of optimism and resilience. Specifically, the negative relationship between daily demands and PsyCap was reduced when individuals engaged in greater savoring. The discussion focuses on the role of savoring in responding to demands and the mechanisms linking higher savoring to greater PsyCap on demanding days.     

Relative Leader–Member Exchange Within Team Contexts: How and when Social Comparison Impacts Individual Effectiveness

A multilevel model was developed to examine how and when a focal individual's leader–member exchange (LMX) relative to the LMXs of coworkers within the team (relative LMX, or RLMX) influences individual in‐role performance, organizational citizenship behavior (OCB), and job satisfaction. Results, based on a sample of 275 leader–member dyads within 35 teams of a beverage company, largely supported the hypotheses. Specifically, using multilevel polynomial regression analyses, the results showed that self‐efficacy partially mediated the relationship between RLMX and in‐role performance and job satisfaction, and fully mediated the relationship between RLMX and OCB. Furthermore, the results demonstrated that team identification attenuated RLMX's direct effect on self‐efficacy, and indirect effects on in‐role performance and OCB and team supportive behavior attenuated RLMX's direct effect on self‐efficacy and indirect effect on in‐role performance.     

LEADERSHIP IN ACTION TEAMS: TEAM LEADER AND MEMBERS’ AUTHENTICITY,AUTHENTICITY STRENGTH,AND TEAM OUTCOMES

A field study was conducted with 47 Army action teams spanning 9 weeks to assess the influence of team leader authenticity on team authenticity and team outcomes. Results showed that team leader authenticity at Time 1 predicted teamwork behavior and team productivity at Time 3, with these relationships mediated by team authenticity at Time 2. We further explored the moderating role of authenticity strength in the team authenticity–teamwork behavior relationship. Team authenticity interacted with authenticity strength such that the team authenticity–teamwork behavior relationship was stronger when authenticity strength was higher rather than lower. Implications of these findings for theories of shared leadership, team leadership, and authentic leadership are discussed.     

Organizational citizenship behaviour and employee's strain: Examining the buffering effects of leader support and participation in decision making

Investing in citizenship behaviours could entail personal costs for the employee. Specifically, we argue that OCB contributes to employee's strain above and beyond the impact of role conflict, role ambiguity, and role overload. To study the buffering role of leader support and participation in decision making (PDM) on this relationship, we collected data from 457 employees at various organizations at different time points from multisources. The results supported our hypotheses: Higher levels of OCB were related to higher levels of employee's strain, above and beyond the impact of role overload, role ambiguity, and role conflict; and the relationship between OCB and strain was weaker for those enjoying a high degree of leader support or PDM.     

员工政治自我效能对组织公民行为的影响研究：心理资本的调节作用

本研究以来自5家公司的272对主管与员工之间的配对数据为样本,探讨了员工政治自我效能与组织公民行为间的关系以及心理资本的调节作用。研究结果表明：政治自我效能与组织公民行为之间呈现倒U型的关系,当员工政治自我效能较低和较高时,组织公民行为都比较低,而当他们的政治自我效能处于中等水平时,组织公民行为最高;心理资本对组织公民行为具有积极的促进作用,同时能够减弱员工政治自我效能对组织公民行为的倒U型影响。     

The interactive effects of person-focused citizenship behaviour,task interdependence,and virtuality on team performance

A multifactorial between-groups experiment examined the effects of person-focused organizational citizenship behaviours (OCBP) on the performance of teams characterized by different levels of virtuality and task interdependence. Results reveal in low virtual teams the moderating effects of task interdependence on the OCBP–team performance relationship are positive; however, these effects are reversed in high virtual teams. Using social presence and task–technology fit theories, our results indicate that task context affects how OCBP impacts team performance, particularly across different levels of team virtuality. The implications for research on OCB and the management of virtual teams are discussed.     

管理者核心自我评价对下属组织公民行为的影响：道德式领导和集体主义导向的作用

采用配对问卷调查法, 以150位管理者和464位下属为研究对象, 考察了管理者核心自我评价对下属组织指向和人际指向公民行为的影响以及道德式领导和下属集体主义导向在其中的作用。跨层次分析结果表明：管理者核心自我评价对下属公民行为有显著正向影响; 道德式领导在管理者核心自我评价与下属公民行为关系中有中介作用; 下属集体主义导向在道德式领导与公民行为关系中具有调节作用, 表现为道德式领导对公民行为的正向影响对高集体主义导向的员工来说更明显。文章揭示了管理者核心自我评价对下属公民行为的影响效果、内在机制和作用条件, 也在一定程度上支持了领导有效性研究的特质-行为整合视角模型。     

Leader Positivity and Follower Creativity: An Experimental Analysis

Using an experimental research design, 191 working adults were randomly assigned to two experimental conditions in order to test a theoretical model linking leader and follower positive psychological capital (PsyCap). Multiple methods were used to gather information from the participants. We found when leader PsyCap was manipulated experimentally, it was positively related to follower PsyCap. Subsequently, follower PsyCap was significantly related to employee's originality of ideas; one important component of creativity in the workplace. We discuss the theoretical contributions of linking leader and follower PsyCap in what emerges as a directional contagion effect, and the mediating role of follower PsyCap in enhancing follower creative task performance. Further, employee selection and development as well as leadership development practical implications are discussed. We conclude with a discussion of limitations and future research directions.     

Le capital psychologique : un construit d’intérêt majeur pour les psychologues du travail

This literature review focuses on the concept of Psychological Capital (PsyCap), a construct that comprises dimensions of self-efficacy, hope, resilience and optimism. France has not a particular interest at the moment in PsyCap. The objective of this article is to provide a comprehensive review on both the relevance and use of PsyCap in work psychology. Once we have reviewed the conceptual foundations of PsyCap, its measurement and its consequences on various areas such as health and occupational attitudes will be dealt with. We will also identify the antecedents of this construct. Finally, research prospects will be developed.     

Promoting Ethical and Prosocial Behavior: The Combined Effect of Ethical Leadership and Coworker Ethicality

Ethical leadership encompasses the personal conduct of the leader and the leader’s expectations that followers behave ethically. Building on social learning and social exchange theory, we propose that ethical leadership interacts with coworker ethicality to predict personnel’s ethical intentions and organizational citizenship behavior (OCB). Using data collected from a large organizational sample, we use moderated regression analysis to test the main and interactive effects of ethical leadership and coworker ethicality on ethical intentions and OCB as it relates to conscientiousness, civic virtue, and altruism. Study 1 examines how ethical leadership and coworker ethicality interact to predict ethical intentions using a sample of 1,551 military personnel. Study 2 extends the results of Study 1 by examining how ethical leadership and coworker ethicality interact to predict OCB using a combined sample of 3,363 military and civilian personnel. Consistent with social learning theory, we found positive relationships between ethical leadership and coworker ethicality with ethical outcomes (i.e., intentions and OCB). Consistent with social exchange theory, we found that perceptions of ethical leadership strengthened the relationship between coworker ethicality and ethical intentions and OCB, highlighting the importance of leaders in shaping the behavior of organizational members.     

Perceived Cognitive Diversity and Creativity: A Multilevel Study of Motivational Mechanisms and Boundary Conditions

Adopting a motivational perspective on creativity, we theorized when and how perceived cognitive diversity in teams was associated with creativity by focusing on the mediating role of intrinsic motivation and the moderating role of learning orientation. We further expanded our contribution by examining these relationships at both the individual and team levels. We used a sample of 382 Chinese employee–supervisor pairs nested within 106 teams to test our hypotheses. The results revealed that, at both the individual and team levels, learning goal orientation significantly moderated the positive association between perceived cognitive diversity and intrinsic motivation such that the latter relationship became stronger as learning goal orientation increased. Furthermore, our findings confirmed that learning goal orientation enhanced the indirect positive relationship between perceived cognitive diversity and creativity through intrinsic motivation.