仁慈领导与员工创新行为:内部人身份感知的中介作用和领导-部属交换关系差异化的调节作用

探究仁慈领导与员工创新行为的关系,以及在该关系中内部人身份感知的中介作用和领导-部属交换关系差异化的调节作用。以68名主管和215名员工为对象,通过对两阶段主管-员工配对调查所获取的数据进行分析,结果表明:(1)仁慈领导可以借助内部人身份感知的中介作用,对员工创新行为产生积极的影响;(2)领导-部属交换关系差异化能调节仁慈领导和内部人身份感知的关系,即当关系差异化水平越高,仁慈领导与内部人身份感知之间的正向关系越强;(3)领导-部属交换关系差异化能调节内部人身份感知在仁慈领导与员工创新行为关系间的中介作用,表现为被调节的中介作用模式,即领导-部属交换关系差异化水平越高,仁慈领导与员工创新行为之间通过内部人身份感知的间接关系越强。     

From ideal to real: a longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes

The results of the present longitudinal study demonstrate the importance of implicit leadership theories (ILTs) for the quality of leader-member exchanges (LMX) and employees' organizational commitment, job satisfaction, and well-being. Results based on a sample of 439 employees who completed the study questionnaires at 2 time points showed that the closer employees perceived their actual manager's profile to be to the ILTs they endorsed, the better the quality of LMX. Results also indicated that the implicit-explicit leadership traits difference had indirect effects on employee attitudes and well-being. These findings were consistent across employee groups that differed in terms of job demand and the duration of manager-employee relation, but not in terms of motivation. Furthermore, crossed-lagged modeling analyses of the longitudinal data explored the possibility of reciprocal effects between implicit-explicit leadership traits difference and LMX and provided support for the initially hypothesized direction of causal effects.     

Heroic or hubristic? A componential approach to the relationship between perceived transformational leadership and leader–member exchanges

Using an interpersonal approach to self-perceptions, we broke down leaders’ self-perceptions of their transformational leadership behaviour into three components: a target effect (i.e., how leaders are perceived by followers), a perceiver effect (i.e., how leaders perceive followers), and a self-enhancement effect (i.e., idiosyncratic positivity bias in how leaders perceive themselves), and then examined the relationships between these components and the quality of exchanges between leaders and followers (LMX). In a survey study among 60 leaders with 286 followers, we found the target effect in leaders’ self-perceptions of their transformational leadership to be positively related to the quality of LMX, whereas the perceiver effect and self-enhancement effects were negatively associated with LMX. Follower extraversion intensified the positive role of the target effect and the negative role of the self-enhancement effect in the leader–follower exchanges.     

Linking ethical leadership to employee performance: The roles of leader–member exchange,self-efficacy,and organizational identification

This research investigated the link between ethical leadership and performance using data from the People’s Republic of China. Consistent with social exchange, social learning, and social identity theories, we examined leader–member exchange (LMX), self-efficacy, and organizational identification as mediators of the ethical leadership to performance relationship. Results from 72 supervisors and 201 immediate direct reports revealed that ethical leadership was positively and significantly related to employee performance as rated by their immediate supervisors and that this relationship was fully mediated by LMX, self-efficacy, and organizational identification, controlling for procedural fairness. We discuss implications of our findings for theory and practice.     

Identity leadership and social identification within sport teams over a season: A social network analysis

ObjectivesThis study explored the relationships between identity leadership and social identification in sport teams over the course of a season using social network analysis.MethodsParticipants from 23 competitive sport teams (N = 388, M_age = 20.7 years) indicated the extent to which each of their teammates displayed various forms of identity leadership (i.e., identity prototypicality, identity advancement, identity entrepreneurship, identity impresarioship) and the extent to which these same teammates were seen to identify with the team (assessed by ingroup ties, cognitive centrality, ingroup affect) early and later in a season. Quadratic assignment procedure correlations and multiple quadratic assignment procedure regressions examined the relationships between the different types of networks for each team across time.ResultsAthletes who perceived team members to show greater identity leadership perceived those same teammates to identify more strongly with the team both early (rs_average > .46) and later (rs_average > 0.48) in the season. Averaged across teams, identity entrepreneurship early in the season was most strongly associated with both perceived ingroup ties (β_average = .24) and ingroup affect (β_average = 0.13) later in the season, while identity impresarioship was most strongly associated with cognitive centrality (β_average = .16). In the reversed direction, perceptions of ingroup ties early in the season were most strongly associated with all identity leadership dimensions later in the season (.28 < β_average < 0.38).ConclusionsCollectively, these findings provide evidence of a mutually reinforcing bidirectional link such that teammates who are seen as actively contributing to promote a sense of ‘us’ among team members are also more likely to be seen as identifying strongly with the team.     

Perceived Threat,Social Identification,and Psychological Well‐Being: The Effects of Political Conflict Exposure

Using data drawn from the adult population in Northern Ireland (N = 1,515), this article examines the relationship between perceived intergroup threat and psychological well‐being, taking into consideration the mediating role of social identification and the moderating role of political conflict exposure. Results by and large confirmed our predictions that perceived threat would be directly associated with poorer well‐being but would also exert a positive indirect effect on well‐being via increased social identification. However, these relationships were dependent on individuals' prior conflict exposure, such that the positive indirect relationship between perceived threat and psychological well‐being emerged only for two subpopulations: individuals who had high direct and high indirect exposure to conflict, and individuals who had low direct, but high indirect conflict exposure. No indirect effects emerged for individuals with relatively lower conflict exposure. Results are discussed with regard to their implications for research on the consequences of intergroup threat in political conflict settings and beyond.     

Revisiting the mediating role of leader–member exchange in transformational leadership: the differential impact model

Transformational leadership (TFL) has been proposed as an essential antecedent of leader–member exchange (LMX), which in turn affects outcomes in organizations. We extend this mediation hypothesis in two ways by proposing a differential impact model, which we test on three organizational outcomes: employee job satisfaction, employee organizational commitment, and leader effectiveness. First, we extend LMX’s mediational impact—which has previously only been tested for employee outcomes—to leader effectiveness. Second, we argue that this mediation will be stronger for outcomes that are more proximal rather than distal to dyadic relations between leader and followers (high proximity: job satisfaction; medium proximity: organizational commitment; low proximity: leader effectiveness). Meta-analytic structural equation modelling based on 132 studies revealed that LMX mediates TFL’s relationships with employee outcomes (more strongly for job satisfaction than for commitment), but not with leader effectiveness, whereas TFL showed a stronger direct link to leader effectiveness. The findings suggest that TLF and LMX contribute differentially to organizational outcomes depending on their proximity to dyadic relations between leaders and followers. The differential impact model uncovers leadership effectiveness processes, integrates influential leadership theories, and highlights the importance of distinguishing between different outcome measures and the processes facilitating them.     

Investigating Leader Role Congruity and Counterproductive Work Behavior

The present study sought to examine the role of fulfilled vs. unfulfilled expectations in work-related and non-work domains. Specifically, we examined how congruence and incongruence between implicit leadership theories across multiple categories of leaders (typical, ideal, and effective leaders) and characteristics recognized on one’s supervisor affect leader-member exchange (LMX), work-family conflict, and subsequent counter-productive work behavior. We tested our hypotheses using polynomial regression and response surface modeling. The results of this study showed that congruence between implicit leadership theories (ILT’s) of typical, ideal, and effective leaders and supervisor recognition, as well as incongruity between ILT’s of ideal leaders and characteristics recognized in one’s supervisor, significantly impacts perceived LMX quality with supervisors. Incongruity between ILT’s of typical and ideal leaders and supervisor recognition was also associated with higher ratings of work-family conflict (WFC). Finally, the results showed support for a significant indirect effect of congruence between ILTs of typical and ideal leaders and characteristics recognized in one’s supervisor on CWB through WFC. These results add meaningful depth to literature on congruent implicit theories in two ways: (a) we add to existing knowledge of outcomes associated with congruence on ILT’s, and, (b) we examine these associations using ILT’s across multiple categories of leaders. Implications are also discussed.     

When and How Does LMX Differentiation Influence Followers’ Work Outcomes? The Interactive Roles of One's own LMX Status and Organizational Context

The fundamental premise of the leader–member exchange (LMX) theory is that leaders’ relationships with their followers vary in quality. Although LMX differentiation (i.e., within‐group variation in the quality of LMX) is generally considered a sound leadership practice, its effects on group members’ work outcomes remain poorly understood. Drawing on LMX and upper echelons theories, this study suggests that employees’ reactions to LMX differentiation depend on the personal LMX status of employees and the characteristics of the organizational context. Analyses of multilevel data collected from 502 employees organized into 135 work groups in 34 firms show that the impact of LMX differentiation on work outcomes is more positive (or less negative) for employees with lower rather than higher LMX. The findings highlight the importance of organizational boundary conditions for these interactions: The negative moderation by one's own LMX status is stronger when top managers decentralize responsibilities to lower hierarchical levels and weaker when top managers impose a shared vision to guide the organization.     

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.     

Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates' Gender

Transformational leadership (TL) enhances follower Organizational Citizenship Behavior (OCB) as mediated by leader‐member exchange (LMX). However, the strength of the positive associations among TL, LMX and OCB is subject to significant variability. Accordingly, we draw on several theories (self‐identity, role congruency, self‐concept, and social exchange) to propose that followers' gender moderates the relationships between all three of these variables. We argue differences in societal expectations and/or underlying motivation combine to make leadership of lesser importance to OCB among females than males. Using 202 supervisor‐subordinate dyads from Taiwan, a moderated mediation model of TL‐LMX‐OCB, with subordinate gender as a moderator, was tested. As hypothesised, each of the positive associations among TL, LMX and OCB were weaker for females than for males, thus accounting for some of the variability in the strength of the associations typically observed. Relatedly, although LMX fully mediated the TL‐OCB relationship in the entire sample, this effect was not observed among female subordinates. Further research is required to assess the degree to which these findings apply beyond the Confucian Asian societal cluster.     

Perceived organizational support as a mediator between relational exchange and organizational identification

Using cross-level data from 364 supervisor–subordinate dyads, we examined how relational exchange quality, perceived organizational support (POS), and organizational identification interrelate. We found subordinate POS mediates the relationship between leader-member exchange (i.e., LMX) and organizational identification. We also found the relational context matters—namely, the immediate supervisor’s relationship with his or her manager (i.e., leader–leader exchange, LLX). Our findings suggest higher quality LLX creates a spillover of resources and reduces the negative association between lower quality LMX and POS. Our study extends both social exchange and social identity theories. First, we delineate how relational exchange quality associates with one’s identity in the organization—placing POS as an integrative mechanism between exchange and identity. Second, we expand the purview of social exchange theory by including other proximal (and interpersonal) relationships as context for social exchange between the individual and organization. Limitations, future research directions, and practical implications are also discussed.     

Supervisor–Subordinate Relationship,Differentiation, and Employee Creativity: A Self‐Categorization Perspective

This study seeks to explore the effect of the quality of supervisor–subordinate relationship (i.e., leader–member exchange; LMX) on employee creativity by examining a moderated‐mediation model. The model focuses on the mediating role of perceived insider status and the moderating role of perceived LMX differentiation in influencing the mediation. Using a time‐lagged research design, we collected data from 358 supervisor–subordinate dyads in a large Chinese diversified company. As predicated, we found that (a) perceived insider status mediated the positive relationship between LMX and employee creativity; and (b) perceived LMX differentiation moderated the strength of the mediated relationship between LMX and employee creativity via perceived insider status, such that the mediated relationship is stronger under high‐perceived LMX differentiation than under low‐perceived LMX differentiation.     

真实型领导对员工工作投入影响的多重中介效应模型

为了考察真实型领导影响员工工作投入的内在作用机制,采用真实型领导行为量表、职业认同量表、情感承诺量表、组织支持感量表和工作投入量表对308名企业员工进行施测,结果发现：（1）真实型领导通过职业认同、情感承诺和组织支持感的间接作用对员工的工作投入产生影响;（2）职业认同、情感承诺和组织支持感在真实型领导影响员工工作投入的过程中起完全中介作用。     

领导-部属交换关系的本土化分析

本土化的领导-部属交换关系(Leader- Member Exchange, LMX)主要是指在组织中领导和部属之间基于工作而建立起来的上下关系。西方关于LMX的操作性概念和测量的研究争论主要包括单维度和多维度、“关系”和“交换”、垂直二元关系和社会网络关系之争等三方面。LMX的本土化研究则主要有片面本土化和间接本土化的研究两方面。LMX-7、LMX-MDM、领导-部属关系量表和领导-部属关系形式量表等6种量表在目前LMX测量方面具有一定代表性。整合国内外相关研究基础上所构建的本土化的LMX包括概念界定、分类标准、基本维度、关系质量评价等诸方面内容, 其测量应更为注重文化差异性、测量规范性和效果检验。     

When the going gets tough: Schools in challenging circumstances and the effectiveness of principals' leadership styles

The principal's leadership style is one of the most common ways of conceptualizing school leadership behaviours. We lack understanding, however, of how the effectiveness of school leadership styles varies across degrees of challenging circumstances. Data obtained from a quantitative survey of primary school teachers in Israel (N = 570) and from the Ministry of Education database were used to account for principals' leadership styles and their effectiveness in schools facing more challenging circumstances (N = 15) and in those facing less challenging circumstances (N = 46). Differences were found in the relations between principals' transactional behaviours on one hand and the teaching dimension of school culture and principals' perceived effectiveness on the other, as a function of challenging school circumstances. The study also found a difference in the relations of principals' transformational behaviours and the safety dimension of school culture, by level of challenging school circumstances. The data also revealed that in schools facing less challenging circumstances, principals' passive behaviours were related to students' achievements and principals' perceived effectiveness, but not in schools facing more challenging circumstances. The findings and their implications are discussed.     

领导-部属交换（LMX）的回顾与展望

领导-部属交换理论从领导和部属的对偶关系中考察领导行为及其对下属的绩效、组织承诺等结果变量的影响。文章回顾了领导-部属交换的文献,对于它的概念、理论基础、结构、测量工具等进行了综合介绍,对不同测量工具的各自的特点以及它们之间的关系做了分析,接着总结了影响领导-部属关系的影响因素和结果变量以及与变革型领导的关系,最后提出未来研究应该加强从领导部属交换的发展阶段以及从部属或领导的角度来分析领导-部属交换理论     

Doing it for the team: Soccer coaches' identity leadership predicts players' effort,turnover intentions,and performance

ObjectivesThe present research investigates how coaches' identity leadership predicts individual and team outcomes in soccer. Specifically, we tested hypotheses that coaches' identity leadership would be associated with players' perceptions of (a) higher team effort, (b) lower turnover intentions, (c) better individual performance, and (d) better team performance. In addition, we aimed to examine the relationship between coaches' identity leadership and increased team identification of players and the degree to which the associations of identity leadership with these various outcomes were mediated by players' strength of team identification.DesignWe conducted a cross-sectional study of male soccer players in Germany.MethodThe final sample consisted of 247 male soccer players nested in 24 teams that completed measures of their coaches' identity leadership, team identification, team effort, turnover intentions, and individual/team performance.ResultsAnalysis revealed a positive relationship between coaches' identity leadership and team effort, as well as individual and team performance. Moreover, coaches' identity leadership was associated with lower turnover intentions. There was also evidence that the relationships between identity leadership and the investigated outcomes were mediated by team identification.ConclusionsThese findings support claims that coaches' identity leadership is associated with better individual and team outcomes because it helps to build a sense of ‘we’ and ‘us’ in the team they lead.     

I follow,therefore I lead: A longitudinal study of leader and follower identity and leadership in the marines

It is acknowledged that identity plays an important role in a person's leadership development. To date, however, there has been little consideration of the possibility – suggested by the social identity perspective – that individuals who identify as followers may be especially likely to emerge as leaders. We test this possibility in a longitudinal sample of recruit commandos in the Royal Marines. Recruits rated their identification with leader and follower roles five times over the course of their 32-week training programme. Recruits’ leadership and followership were evaluated by their commanders, and their leadership was assessed by their peers. Analysis indicated that while recruits who identified as leaders received higher leadership ratings from their commanders, recruits who identified – and were perceived – as followers emerged as leaders for their peers. These findings suggest that follower and leader identities underpin different aspects of leadership and that these are differentially recognized by others.     

CEO变革型领导行为对中层管理者工作绩效和工作满意度的影响：组织支持知觉和价值观的作用

本文以社会交换的理论和价值观领导理论为基础,探讨了CEO变革型领导行为及其价值观对中层管理者工作绩效和工作满意度的跨层次影响以及影响的中介作用机制。研究结果表明,CEO变革型领导行为有助于提升中层管理者的工作绩效和工作满意度,而组织支持知觉则在其中起着部分中介的作用。同时,CEO价值观对CEO变革型领导行为与组织支持知觉之间的关系具有调节的作用。本文的研究成果有利于进一步完善变革型领导理论,对企业实践也有一定的启示意义。