AN EXAMINATION OF LEADERSHIP AND EMPLOYEE CREATIVITY: THE RELEVANCE OF TRAITS AND RELATIONSHIPS

Creativity is becoming a topic of ever-increasing interest to organizational managers. Thus, there is a need for a greater understanding of the dynamics between the personal and contextual factors responsible for creative performance in work settings. In particular, there is a need to identify the role of leadership for creativity. Until now, creativity studies have examined leadership and employee characteristics from a single-domain perspective. Data from 191 R&D employees of a large chemical company were used to test a multidomain, interactionist creativity model of employee characteristics, leader characteristics, and Leader-Member Exchange (LMX). Results suggest that employee intrinsic motivation and cognitive style, LMX, the interactions between employee intrinsic motivation and leader intrinsic motivation, and between LMX and employee cognitive style relate to employee creative performance as measured by supervisor ratings, invention disclosure forms, or research reports. Implications for practicing managers and research on leadership and creativity are discussed.     

MALEBRANCHE'S DOCTRINE OF FREEDOM / CONSENT AND THE INCOMPLETENESS OF GOD'S VOLITIONS

‘God needs no instruments to act’, Malebranche writes in Search 6.2.3; ‘it suffices that He wills in order that a thing be, because it is a contradiction that He should will and that what He wills should not happen. Therefore, His power is His will’ (450). After nearly identical language in Treatise 1.12, Malebranche writes that ‘[God's] wills are necessarily efficacious... [H]is power differs not at all from [H]is will’ (116). God's causal power, here, clearly traces only to His volitions - not merely to the fact that He wills, but specifically to the content of His volitions (‘“what” He wills’). Yet despite the obviously key role the ordinary notion of volitional content plays for Malebranche, recent writers have paid surprisingly little attention either to it or its exegetical implications. I hope to rectify this situation here. The plan of this paper is this: first, to borrow current work in the philosophy of mind to sketch the notion of an incomplete volition, i.e. one whose content is ‘incomplete’ in a sense to be explained; second, to show that Malebranche clearly allows and uses something like this notion; third, to apply the notion to Malebranche's doctrine of human freedom. In so doing, I believe, we can understand this doctrine in a new way, and one which: (i) is clearly consistent with his texts, and (ii) unlike other interpretations makes coherent sense out of the conflicting streams in his heroic attempt to reconcile his occasionalism - the doctrine that no finite substances have genuine causal powers - with our freedom; fourth, Contrast my interpretation with those of two recent writers: Sleigh et al. (1998) and Schmaltz (1996); and Fifth, Summarize the major results.     

组织文化的变革及其领导策略

组织环境的剧变与企业战略的调整使得组织文化的变革成为人们日益关注的问题。领导在组织文化变革过程中具有重要的作用与地位。组织文化变革受替代框架的可行性、成员对于当前框架的承诺水平以及框架的流动性的影响。针对组织变革的过程与影响因素,文章提出了组织文化变革的领导机制与策略。     

THE ROLE OF AFFECT AND LEADERSHIP DURING ORGANIZATIONAL CHANGE

Based on multilevel data collected at 2 points in time, we examine the role of employees’ affective experiences in shaping their commitment and behavioral responses to both the initial (Time 1) and later (Time 2) phases of organizational change (12 months later). We also test the cross‐level effect of workgroup managers’ transformational leadership on their employees’ responses to change. We find strong support for predicted longitudinal relationships between employees’ affective experiences and their commitment and behavioral responses to change. In particular, employees’ positive and negative affect (NA) at Time 1 significantly predict both their commitment to change and the 3 dimensions (supportive, resistant, and creative) of behavioral responses at Time 2. Further, the effects of NA directly influence employee change commitment and behaviors at Time 2, whereas the long‐term effects of positive affect occur both directly and indirectly through commitment to change at Time 1. Finally, our results support the hypothesized role of workgroup managers’ transformational leadership in shaping employees’ affective reactions and commitment to change at the initial phase of change and thereby, their subsequent behavioral responses in the later phase. We discuss the implications for theory and practice in organizational change.     

家长式领导与员工工作投入:心理授权的中介作用

对国内402名员工的关于家长式领导、工作投入和心理授权的问卷数据进行了分析,探索中国文化背景下组织特有的家长式领导与员工工作投入之间的关系及心理授权在二者关系中的中介作用。结果表明,家长式领导中的仁慈领导和威权领导两维度对员工工作投入有显著的预测作用;心理授权在仁慈领导和工作投入之间起着部分中介作用。     

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.     

TOKEN REINFORCEMENT DURING THE INSTATEMENT AND SHAPING OF FLUENCY IN THE TREATMENT OF STUTTERING

The value of token reinforcement in the instatement and shaping of fluency was examined in an intensive treatment program for adult stutterers. Experiment 1 examined the effect of removing the tangible back-up reinforcers for the token system and found that clients' performance in the program was equally good with or without these back-up reinforcers, suggesting that a strict token economy may not be crucial to rapid progress through treatment. Experiment 2 compared contingent and noncontingent token reinforcement, while controlling for some variables that may have confounded the results of earlier research, and found no difference in clients' performance. Experiment 3 examined the effect of the entire removal of token reinforcement. Performance was found to be no worse under a “no tokens” system than under a system of tokens with back-up reinforcers. It is argued that in a highly structured treatment program where many other reinforcers are operating, token reinforcement may be largely redundant. Clinical and theoretical implications of the findings are discussed.     

THE USE OF REBT PRINCIPLES AND PRACTICES IN LEADERSHIP TRAINING AND DEVELOPMENT

Training, coaching, and consulting with people in leadership roles can be a primary consulting function for clinicians. In this paper, the authors describe their model of leadership, and what they believe to be the central personality or character components of leadership necessary for producing extraordinary results. Throughout they will show where and how REBT skills can make a significant contribution.     

THE INFLUENCE OF UPWARD FEEDBACK ON SELF- AND FOLLOWER RATINGS OF LEADERSHIP

The impact of upward feedback (followers' perceptions of leadership provided to leaders) on leaders' self-evaluations and followers' subsequent ratings of leadership was assessed in a field setting. Subjects were 978 student leaders and their 1,232 followers. Results indicated that overall, leaders' behaviors as rated by followers improved after feedback. Leaders' self-evaluations following feedback became more similar to the evaluations provided by followers. Interestingly, when leaders were grouped according to whether feedback was positive, neutral, or negative based on agreement between self- and follower ratings, differences between groups in post-feedback self-evaluations and follower ratings emerged. Self-evaluations for leaders receiving negative feedback (high self- relative to followers' ratings) went down, while self-evaluations for leaders receiving positive feedback (low self- relative to follower's ratings) went up. Follower ratings of leaders who received negative feedback improved following feedback to leaders, while there was no change in follower ratings for those receiving positive feedback. Implications for using upward feedback in organizations are discussed.     

THE RHYTHM OF GOD'S ETERNAL MUSIC: ON ANTJE JACKELÉN'S TIME AND ETERNITY

Antje Jackelén's book Time and Eternity is a thorough and carefully presented theology of time and, by its very essence, an incomplete and open thought model because time will always be dynamic and relational. This approach is an excellent example for the dialogue between science and religion because it uses resources not tapped in the dialogue so far: hymn‐books stemming from Germany, Sweden, and the English‐speaking world published between 1975 and 1995. They are taken as resources for a critical investigation on the meaning and importance of the notion of eternity for the interdisciplinary dialogue, which is characterized not as a synthesis but as holding a beneficial tension, or “eutonia.” I suggest that this approach can be taken even further by merging it with a model of time developed by the German mathematician A. M. Klaus Müller: The crossing over of time modes in a relational matrix of time also gives clear insights into the time of God not only as futurum—time as extrapolation of the past and present—but also as adventus—time which is to come.     

FEMALE LEADERSHIP ADVANTAGE AND DISADVANTAGE: RESOLVING THE CONTRADICTIONS

In the United States, women are increasingly praised for having excellent skills for leadership and, in fact, women, more than men, manifest leadership styles associated with effective performance as leaders. Nevertheless, more people prefer male than female bosses, and it is more difficult for women than men to become leaders and to succeed in male-dominated leadership roles. This mix of apparent advantage and disadvantage that women leaders experience reflects the considerable progress toward gender equality that has taken place in both attitudes and behavior, coupled with the lack of complete attainment of this goal.     

TOWARDS THE POSSIBILITY OF IMPASSIBILIST PASTORAL CARE

Not a few scholars reject the notion of divine impassibility. Contemporary theodicists in particular often see impassibility as impotent in the face of evil and suffering. At best, it is assumed that impassibility has no contribution to make to pastoral practice. At worst, it is argued that impassibility has negative repercussions for sufferers and carers. The purpose of this article will be to argue that impassibility has the potential to positively impact pastoral practice. It will be proposed that a constructive ‘impassibilist pastoral care’ arises from a well defined understanding of impassibility and an awareness of the weaknesses of passibility. Consequently, five principles of pastoral care will be identified. Relationality engenders practice which is mutual. Particularity resists the tendency in much care towards ‘normalisation’. Equivalence challenges the passibilist by submitting that the incarnation provides an ontologically equivalent divine suffering which stands in contrast to the so‐called ‘suffering of God’ thesis. Arationality affirms that human reason is limited and therefore prevents the carer from over rationalising suffering. Otherness arises from the belief that God is ontologically distinct and therefore he alone is the source of salvation. In light of these principles, the proposed understanding of ‘impassibilist pastoral care’ is brought into dialogue with the questions sufferers ask and a positive and effective definition of impassibility is submitted. In sum, this article seeks to bring together philosophical and theological defences of impassibility in order to submit a fresh approach to the care of those who suffer.     

《吕氏春秋》领导心理思想研究

该文认为《吕氏春秋》蕴涵着丰富的领导心理思想。文章从领导者的个体心理过程,领导者的品质特征,领导者的权变思想,领导者的用人心理四个方面论述其领导心理思想。     

EFFECTS OF ROTATED LEADERSHIP AND PEER EVALUATION ON THE FUNCTIONING AND EFFECTIVENESS OF SELF-MANAGED TEAMS: A QUASI-EXPERIMENT

In a quasi-experiment of 38 self-managed undergraduate teams, we examined the effects of team designs that differed with respect to the form of member evaluation and team leadership. Relative to teams that relied on external evaluations, teams with peer evaluations had higher levels of workload sharing, voice, cooperation, performance, and member satisfaction. Relative to teams that relied on leader emergence, teams that rotated leadership among members had higher levels of voice, cooperation, and performance. Overall, results of the study demonstrate the potential importance of team-design decisions in self-managed teams.     

SOME WAYS EMERGING ADULTS ARE SHAPING THE FUTURE OF RELIGION AND SCIENCE

This article addresses how the field of religion and science will change in the coming decades by analyzing the attitudes of emerging adults (ages 18–30). I first present an overview of emerging adulthood to set the context for my analysis, especially highlighting the way in which emerging adults find themselves “in between” and in an “age of possibilities," free to explore a variety of options and thus often become “spiritual bricoleurs." Next, I expand on how a broadening pluralism in emerging adult culture changes both the conversation of “religion and science,” on one hand, and the locus for their interaction on the other. In the third section, I address the question of whether there exists a consensus view of how to relate religion and science. Paradoxically, though 18–30‐year‐olds perceive that there is conflict between science and religion, they personally endorse collaboration or independence. Finally, I draw conclusions for practitioners and theorists.