Leader esteem for the least preferred co-worker score, training, and effectiveness: an experimental examination.

A laboratory experiment supported Fiedler's Contingency Model analysis of leadership training. The effect of leadership training on group performance was contingent on leadership style, that is, the leader's relation to his least preferred co-worker (LPC). Training improved the performance of high LPC leaders, but was detrimental to the performance of groups with low LPC leaders. High intelligence leaders profited more from training than low intelligence leaders, but low intelligence leaders were more productive overall. Leader LPC times Intelligence interactions indicated that follower satisfaction and interpersonal affect were highest for groups with high LPC-low intelligence leaders or low LPC-high intelligence leaders. Implications for contingency theories of leadership are discussed.     

Affective Match in Leadership: Leader Emotional Displays,Follower Positive Affect,and Follower Performance1

Leader emotions may play an important role in leadership effectiveness. Extending earlier research on leader emotional displays and leadership effectiveness, we propose that the affective match between follower positive affect (PA) and leaders’ emotional displays moderates the effectiveness of leader emotional displays. Leader display of emotions has more positive effects on follower behavior if the match between the valence of leader emotion and follower PA is strong rather than weak. Support for this hypothesis was found in 2 experiments. Congruency between leader emotional displays and follower PA determined follower task performance and extra‐role compliance. Results from the second experiment indicated that this effect is a due to affective aspects of leader behavior and not to the valence of message content.     

TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META‐ANALYTIC TEST OF THEIR RELATIVE VALIDITY

The leadership literature suffers from a lack of theoretical integration ( Avolio, 2007 , American Psychologist, 62, 25–33). This article addresses that lack of integration by developing an integrative trait‐behavioral model of leadership effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and behaviors (transformational‐transactional, initiating structure‐consideration) across 4 leadership effectiveness criteria (leader effectiveness, group performance, follower job satisfaction, satisfaction with leader). Combined, leader traits and behaviors explain a minimum of 31% of the variance in leadership effectiveness criteria. Leader behaviors tend to explain more variance in leadership effectiveness than leader traits, but results indicate that an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is warranted.     

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。     

Leader Advancement Motive,Political Skill,Leader Behavior,and Effectiveness: A Moderated Mediation Extension of Socioanalytic Theory

We examine socioanalytic theory from a leadership perspective and extend this research to examine the mediating mechanisms through which leader getting ahead motive and social competence influence leader effectiveness outcomes. A first-stage moderated mediation model was tested and supported, positioning the Leader Motive to Get Ahead × Political Skill interaction as influencing perceived institutional effectiveness and follower satisfaction with one’s leader through leader initiating structure behavior. This research both supports the relevance of socioanalytic theory for predicting leadership outcomes and extends socioanalytic theory to examine a mediating mechanism through which the interaction of the leader getting ahead motive and social competencies affects relevant performance outcomes. Contributions, strengths and limitations, directions for future research, and practical implications are discussed.     

工作场所领导愤怒的有效性及其作用机制

领导愤怒(leader anger)作为最常见、最易被感受到的工作场所负面情绪之一, 对于改善工作关系、行为和绩效具有显著影响。然而, 已有文献关于领导愤怒阻碍还是促进领导有效性的观点存在许多争议, 对于领导愤怒为什么以及何种条件下影响领导有效性的问题尚不明确。在回顾工作场所领导愤怒概念起源和内涵特点的基础上, 从消极效应和积极效应双刃视角厘清了工作场所领导愤怒的有效性, 基于情绪即社会信息理论阐释了工作场所领导愤怒有效性的双路径中介机制, 并从个体/团队/组织三层面分析了领导愤怒有效性的边界条件。未来研究应从工作场所领导愤怒的概念和结构测量、事件前因和后果、中介机制、情境因素、研究方法和研究层面等方面进一步拓展。     

Follower need for cognitive closure as moderator of the effectiveness of leader procedural fairness

Leader procedural fairness is an important factor in leadership effectiveness, but the study of the contingencies of its influence is still in its infancy. Addressing this issue we focus on the moderating role of follower need for cognitive closure, the disposition to reduce uncertainty and swiftly reach closure in judgement and decision. We propose that need for closure captures followers sensitivity to the uncertainty-reducing influence of leader procedural fairness. Across three studies designed to yield complementary evidence (two surveys and a scenario experiment), we find support for the hypothesis that perceived leader procedural fairness has a stronger (positive) relationship with leadership effectiveness for followers higher in need for closure. This support is found across a variety of indicators reflecting different aspects of leadership effectiveness: effort and performance, social identification, job satisfaction, and leader evaluations. We discuss how these findings advance our understanding of the uncertainty-reducing role of leader fairness.     

The effects of transformational leadership behaviours on follower outcomes: An identity-based analysis

The aim of this study was to explore two of the mechanisms by which transformational leaders have a positive influence on followers. It examined the mediating role of follower's leader and group identification on the associations among different transformational leader behaviours and follower job satisfaction and supervisor-rated job performance. One hundred and seventy-nine healthcare employees and 44 supervisors participated in the study. The results from multilevel structural equation modelling provided results that partially supported the predicted model. Identification with the leader significantly mediated the positive associations between supportive leadership, intellectual stimulation, personal recognition, in the prediction of job satisfaction and job performance. Leader identification also mediated the relationship between supportive leadership, intellectual stimulation, personal recognition, and group identification. However, group identification did not mediate the associations between vision leadership and inspirational communication, in the prediction of job satisfaction and job performance. The results highlight the role of individualized forms of leadership and leader identification in enhancing follower outcomes.     

中国组织情境下公仆型领导有效性的追踪研究

公仆型领导以服务员工为导向, 在本质上超越了以往任何一种以组织利益为先的领导方式。然而, 国内该主题的研究还很不系统。本研究首先在中国组织情境下, 采用质化研究与量化研究相结合的方式, 探讨公仆型领导的结构维度, 建构公仆型领导的测量量表; 然后以团队及其成员为研究对象, 采用追踪研究设计, 收集“管理者-员工”配对数据, 运用结构方程模型、多元回归分析以及多层线性模型技术进行统计分析, 从而探讨公仆型领导的有效性。具体包括三个研究：(1)公仆型领导的结构与测量研究; (2)公仆型领导有效性的追踪研究—— 基于领导行为比较的视角(是否有效); (3)公仆型领导有效性的追踪研究—— 基于作用机制的视角(如何有效)。研究结果有助于澄清公仆型领导的内涵与维度结构, 识别和测量公仆型领导行为, 证实公仆型领导的有效性, 比较公仆型领导与家长式领导、变革型领导的影响效果, 揭开公仆型领导对个体绩效和团队绩效的作用机制。     

Another Test of Gender Differences in Assignments to Precarious Leadership Positions: Examining the Moderating Role of Ambivalent Sexism

Women face significant hurdles in the attainment of leadership positions. When they do attain them such positions tend to be riskier than those attained by men, a form of bias called glass cliff. This study investigates ambivalent sexism as an individual difference that influences the occurrence of glass cliff. Little research examines individual differences contributing to glass cliff. It is proposed that individuals with high hostile and benevolent sexism are more likely to perceive women to be suitable for leadership of a poorly‐performing organization and men to be suitable for leadership of a well‐performing organization. The sample of our experimental study consisted of 378 students who rated either a female or a male candidate under a poor or good performance condition. We tested our hypotheses using a moderated regression analysis. Both components of sexism impacted how individuals evaluated male and female leaders under different organizational performance conditions. Hostile sexism was the dimension that led to glass cliff. Benevolent sexism had an unexpected effect on leadership choice. The differences between the two types of sexism and the different role each type plays in preference for masculine and feminine leadership are discussed. Leader gender and perceiver's sexist attitudes influence evaluations for leadership positions.     

Development of a scale to measure leadership capacity of players in sports teams

This study describes the process of developing a scale to measure the leadership capacity of players in sports teams. Research into sports leadership has focused almost exclusively on the formal leadership of the coach, in which the studies by Chelladurai, with his five-factor model, have become an essential point of reference. Nevertheless, hardly any research has been carried out into the leadership that certain players exercise over the other team members. For this purpose, a sample of 143 male basketball players was used; these participants were asked to evaluate the characteristics of the sports leader over a total of 54 indicators. Firstly, explanatory factor analysis was performed with participants' responses, using principal axis and oblique rotation methods. The factor structure obtained was then subjected to confirmatory factorial analysis, enabling us to propose a Sports Leader Evaluation Scale (EELD, in Spanish) with 18 items grouped into 3 factors, denominated empathy and responsibility, assertiveness, and impulsiveness. Satisfactory fit indices were obtained for the model, for the reliability of items and for the internal consistency of factors.     

“忠臣”还是“逆臣”？员工建设性越轨行为对主管绩效评价的非线性影响机制

整合社会交换和相似吸引理论,探讨了员工建设性越轨行为对主管绩效评价的过犹不及效应的作用机制和边界条件。实证分析结果表明：建设性越轨与主管绩效评价呈倒U形关系,领导感知的LMX在建设性越轨与主管绩效评价之间的倒U形关系中起完全中介作用,领导的建设性变革责任感在建设性越轨与LMX的倒U形关系中起负向调节作用。     

领导-成员交换理论的研究及发展趋势

领导 -成员交换理论 (leader memberexchange,LMX)是近年来一个重要的领导理论。本文对LMX的理论发展过程作了较为全面的回顾 ,总结了LMX在组织层面中的研究现状 ,包括LMX与组织绩效、组织公平、组织支持和员工满意感之间的相互关系 ,并进一步探讨了LMX在组织研究中的发展新趋势。     

THE EFFECTIVENESS OF CONTINGENCY MODEL TRAINING: A REVIEW OF THE VALIDATION OF LEADER MATCH1

Twelve studies testing the effectiveness of LEADER MATCH, a new approach to leadership training, are reviewed. The training program is presented in a self-paced, programmed instruction manual based on Fiedler's Contingency Model (1964, 1967). Five studies were conducted in civilian organizations and seven were conducted in military settings. The performance evaluations were collected from two to six months after training and in some studies included pre and post measures. The performance evaluations of 423 trained leaders were compared with those of 484 leaders who have been randomly assigned to control groups. All 12 studies yielded statistically significant results supporting LEADER MATCH training.     

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.     

领导正直的概念、测量及其展望

领导正直（leader integrity）作为一种道德品质,长期以来被认为是有效领导者的关键特征。近年来, 道德丑闻和管理者违法乱纪事件频频发生,引发了学术界对领导正直问题的关注。然而,学界对领导正直 的内涵、测量及其作用机制的研究尚处于起步阶段,关于领导正直的文献综述更是寥寥无几。本文从领导 正直的概念、测量、影响因素、作用机制和实施效果等方面,对国内外相关研究进行系统梳理和探讨。未 来研究应从领导正直的概念与维度的完善、影响因素的拓展和作用机制的深入识别等方面展开努力。     

The development of an instrument for measuring leadership behaviors in therapy groups

Research on leadership behavior in therapy groups emphasizes the need for precise theories and clinically meaningful instruments to study leadership variables. This paper reviews the development of the Group Leader Behavior Instrument (GLBI) and investigates its relationship to an earlier measure, the Group Leadership Questionnaire (GTQ-C). Both instruments were completed by 40 practicing group therapists. Analyses confirm a moderate degree of similarity between the leadership profiles obtained from the GLBI and GTQ-C. Differences due to the construction of the two scales are also examined. The authors conclude with a discussion of the potential uses of the GLBI to assess leadership behaviors in ongoing groups, to train group therapists, and to further progress in process and outcome research on group leadership.The authors thank Dr. Mary Fox, Director of the Group Therapy Program, Department of Psychiatry, University of Rochester, for her continued support in this work.     

中国情境下家长式领导与员工绩效关系的元分析

本研究采用元分析技术和效标剖面元分析技术探讨中国情境下家长式领导与员工绩效之间的关系。通过文献收集与筛选, 共纳入139项研究400个效应值(N = 44605)。元分析结果发现：(1)仁慈领导、德行领导与任务绩效和组织公民绩效有较强的正相关关系, 与反生产绩效有较强的负相关关系。与之相反, 威权领导与任务绩效和组织公民绩效之间有显著的负相关关系, 与反生产绩效显著正相关。(2)低威权领导剖面(仁慈领导和德行领导水平高)对任务绩效和组织公民绩效的预测力最强, 高威权领导剖面(仁慈领导和德行领导水平低)对反生产绩效的预测力最强。(3)年龄能够调节家长式领导部分维度和绩效之间的关系强度, 性别对家长式领导分维度和绩效关系的调节效应不显著。研究结果进一步揭示了中国情境下家长式领导与个体绩效之间关系的“真相”。     

群体绩效和团队效能研究的新进展

近几年来 ,在群体和团队方面的研究比较活跃 ,并取得了不少新的进展。本文在近几年的国内外文献的基础上 ,着重讨论几个与群体绩效有关的长期存在的问题 ,主要包括群体构成、凝聚力、激励、领导、群体目标等因素。同时探讨团队与组织之间的内在联系。然后 ,讨论团队效能研究中的几个开放性问题 ,以及将来研究的新动向新趋势。最后 ,对影响团队效能的几个关键的调节因素作一简要的讨论。