真实型领导：概念、测量、形成与作用

频发的道德丑闻和管理渎职现象使真实型领导受到了前所未有的关注。基于近十年来国、内外重要理论文章和67项实证文章, 本文对真实型领导研究进行了系统梳理与评析。总体来看, 研究者主要从特质/行为视角和过程视角界定真实型领导。真实型领导的测量已有标准化工具, 并在测量主体和方式上呈现多样化趋势。真实型领导受个体因素和情境因素影响, 也会通过积极组织行为学、社会学习、社会认定和社会交换机制对个体、团队和组织产生积极影响。未来研究应深入讨论真实型领导的概念、结构和测量问题, 对其影响因素、影响效果和作用机制做进一步探索, 并适时进行跨文化和本土化考察。     

领导-成员交换关系差异化研究评述与展望

领导-成员交换关系差异化是指在一个工作团队中, 团队领导与不同成员的交换关系在质量上的差异性。尽管它是领导-成员交换理论的核心内容, 但相比领导-成员交换关系质量, 关系差异化直到最近几年才得到学术界的关注。已有的研究表明它对个体和团队产出具有重要影响。本文从概念、研究起源、测量、影响因素、影响效果以及作用机制方面, 对近年来国、内外的理论和实证研究进行了评述, 并在此基础上指出了未来的研究方向。     

领导正直的前因与结果:一项追踪研究

近年,商业丑闻频频发生,引发了学界对领导正直问题的关注,但学术界对领导正直的结构、测量及前因与后果的研究尚处起步阶段。本研究首先借鉴管理学通用的量表开发程序,探讨中国组织情境下领导正直的结构维度,开发中国组织情境下领导正直的测量量表;然后,采用追踪研究设计,收集上下属配对数据,探索领导正直的前因与结果。具体包括3个研究:(1)中国组织情境下领导正直的结构与测量研究;(2)领导正直的前因:基于特质与学习视角的跨层次的追踪研究;(3)领导正直的结果:一项追踪研究。该项目研究结果的主要价值在于:(1)确立中国组织情境下领导正直的维度结构,识别与测量中国组织情境下的领导正直;(2)确认哪种特质的领导可能正直,以及高层领导正直是否对低层领导正直有传递效应;(3)揭示领导正直如何通过提升个人声誉,继而加强个人权力及职业发展,以及如何通过下属对主管的信任,最终增加员工的工作绩效和建言行为。     

基于自我决定理论的教师激励风格研究述评

自我决定理论认为, 教师激励风格是影响学生学习动机的重要外在因素。本文从概念内涵、测量方式、作用机制及影响因素等方面梳理了近十年来教师激励风格的相关研究, 结果发现教师激励风格对学生学习的不同指标都具有重要作用, 但其具体作用机制仍不明确; 而教学动机、教师心理需要的满足等会影响教师激励风格的形成和改变。因此, 在未来的研究中应进一步关注概念结构的澄清、因变量指标的扩充、研究视角的整合和对文化适用性的反思。     

成为自己的掌舵者：个体自我领导的多层次驱动机制

在信息化、数字化、智能化的新经济背景下, 自我领导对组织和个人都有更为积极的价值。然而, 已有的自我领导概念与研究局限于控制理论, 实证考察多限于单一层次, 且未能充分揭示自我领导的驱动机制。首先拓展自我领导的概念内涵, 并开发新的测量工具。在此基础上, 分别构建个体自我领导的跨层次驱动机制和多层次垂滴模型, 并尝试探究个体特征、领导因素、组织情境因素和工作特征等对于个体自我领导的影响。由此, 有望为自我领导提供更为丰富、准确、更新的内涵与测量, 深化个体自我领导形成的驱动机制及边界条件, 也有助于组织实践中有效激发自我领导。     

公仆型领导:概念、测量、影响因素与实施效果

公仆型领导(Servant Leadership)是近年来领导研究领域的一个前沿主题,公仆型领导坚持"服务优先"而不是"领导优先",并将下属的需求置于自己的利益之上。研究主要从公仆型领导的概念、特征结构与测量、与其它类型领导的比较及实证研究等方面,对国内外相关研究进行了系统梳理与评析。针对现有研究存在的问题和不足,未来研究应注意从公仆型领导测量工具的改进、研究层次及研究方法的完善、影响因素和实施效果的深入识别及影响机理和有效性的进一步探讨等方面展开努力。     

你和上司合拍吗?组织中的上下级匹配

上下级匹配, 作为影响领导-下属良性互动的关键因素, 近几年逐渐成为组织管理研究中的前沿话题。上下级匹配是指领导和下属在心理或行为特征方面的契合度, 包括一致性匹配和互补性匹配两种类型, 其测量方式也涉及直接测量与间接测量。从现有文献来看, 研究者主要考察了领导-下属在人格特质、社会认知、心理状态、工作行为和关系因素等方面的匹配效应, 涉及心理过程和互动过程两大中介机制, 个体因素和情境因素两大调节机制。未来研究可以关注传统性、面子意识等本土心理特征的匹配效应, 或者对现有的中介、调节机制进行拓展。     

无边界职业生涯下职业成功的诱因与机制

职业成功(career success)作为职业生涯研究领域的一个前沿主题, 受到了理论界和实务界的广泛关注。研究主要从职业成功的概念、测量、影响因素、实施效果与作用机制等方面, 对国内外相关研究进行了系统梳理与探讨。未来研究应关注无边界职业生涯时代职业成功、开发中国组织情境下职业成功的概念和测量、基于特质激发理论视角分析职业成功的诱因、基于职业成功观分析职业成功的实施效果、探讨中国本土文化的权变作用。     

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。     

领导纳谏内涵及其对工作行为的影响：基于调节焦点理论的视角

领导纳谏自古有之,它对组织的发展与成功至关重要。通过对领导纳谏的概念、影响因素和影响结果的详细综述发现,现有研究缺乏对领导纳谏内涵的关注,且聚焦于对领导纳谏影响因素的探讨,这不利于我们深入理解领导纳谏的概念内涵及其作用机制。领导纳谏是一种深思熟虑的认知过程,但同时作为一种有意识的行为,它也是一种受动机驱动的目的性行为。本文从领导纳谏的动机视角出发,基于调节焦点理论系统地探讨领导纳谏的内涵及其效应机制。具体而言,根据领导纳谏的动机和调节焦点理论,领导纳谏可以被划分为促进型纳谏和防御型纳谏两个子维度,同时将从个体和团队两个方面来探讨促进型纳谏和防御型纳谏对员工建言行为和团队创新的不同影响机制,为领导纳谏研究提供全新视角。     

追随力认知图式:概念解析与整合模型

追随力认知图式是一种历经社会化,以抽象表征形式储存于个体记忆中的关于追随力的认知结构,亦称为追随原型。领导者的追随原型通常在领导—追随互动中被激活,并与部属实际追随力进行匹配。匹配失败的追随原型将被重新归类或定义,匹配成功的追随原型将通过领导者的态度和行为影响追随者的职业幸福感、角色内绩效和角色外行为。人格、市场行情、组织结构和文化能预测追随原型。未来可加强多水平效应、匹配效应和生物基础的探讨。     

抑制性建言：影响因素与实施效果

抑制性建言(Prohibitive Voice)是近年来建言行为领域的一个新兴话题,其强调的是对防危问题的关注而不是工作创新改进,是组织健康的一种重要保障。研究者主要从抑制性建言的概念、测量及实证研究等方面,对国内外研究进行系统性的评述及梳理。未来研究应注意从个体情境互动视角探究抑制性建言的诱因、双刃剑效应视角识别抑制性建言的实施效果和对抑制性建言的中国本土化权变作用等方面继续努力完善。     

A MULTILEVEL INVESTIGATION OF LEADER– MEMBER EXCHANGE,INFORMAL LEADER EMERGENCE,AND INDIVIDUAL AND TEAM PERFORMANCE

This study examines the antecedents and outcomes of informal leader emergence in work teams. Drawing upon research in vertical and shared leadership, we hypothesized that the relationship between leader‐‐member exchange (LMX) quality and employees’ emergence as informal leaders is moderated by team shared vision such that there is a positive (negative) LMX—leader emergence relationship for teams with high (low) shared vision. Informal leader emergence, in turn, was expected to relate to higher individual and team performance. Results based on multisource and multimethod data collected at 3 points in time (361 followers in 74 work teams) provided support for these hypotheses. The findings highlight the role played by formal leaders and team shared vision in jointly promoting or inhibiting informal leader emergence and thereby impacting individual performance and team effectiveness.     

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 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.     

Transformational and Transactional Leadership and Followers’ Achievement Goals

Purpose

Achievement goals, or the standards of competence employees pursue in their work, have far-reaching consequences for employee and organizational functioning. In the current research, we investigated whether employees’ achievement goals can be predicted from their supervisor’s leadership style.

Design/Methodology/Approach

A multilevel study was conducted in which followers of 120 organizational leaders completed measures of their leader’s transformational leadership (focusing on individual needs and abilities, on intellectual development, and on a common team mission), transactional leadership (focusing on monitoring and achievement-related rewards), and their own mastery goals (aimed at learning, developing, and mastering job-relevant skills), and performance goals (aimed at doing better than others).

Findings

Group-level transformational leadership predicted followers’ mastery goals, whereas group-level transactional leadership predicted followers’ performance goals. Within-group differences in transformational leadership also predicted mastery goals.

Implications

These findings suggest that leadership style plays an important role in the achievement goals followers adopt. Organizations may promote transactional leadership in contexts requiring that employees outperform others. In contrast, in contexts requiring learning and development, organizations may promote transformational leadership.

Originality/Value

This research is the first to examine the relationships between leadership styles and specific follower goals, and the first to highlight the role of leadership as a social variable involved in employees’ adoption of achievement goals.     

Limits of authenticity: How organizational politics bound the positive effects of authentic leadership on follower satisfaction and performance

The authentic leadership paradigm has been widely advocated as an effective leadership approach for organizations interested in promoting positive and ethical leader—member relations. Despite accumulating evidence concerning the positive follower effects of authentic leadership, research examining potential boundary conditions remains limited. The political influence theoretical perspective promises to shed new light on the effects of authentic leadership by proposing that authentic leadership may be less effective in political contexts, bounding its positive operation on followers. Specifically, we anticipate that organizational politics will erode the motivational power of authentic leaders on followers, reducing their ability to engender positive performance contributions in followers. We also predict that organizational politics will weaken the positive relationship between authentic leadership and job satisfaction by reducing the ability of employees to realize their goals at work. To explore these theoretical assertions, we incorporated a two-study functional replication (n₁ = 265; n₂ = 175) to ascertain how authentic leadership and organizational politics impact follower job satisfaction, organizational citizenship behavior (OCB), and task performance. We find that organizational politics consistently weaken the positive effects of authentic leadership on follower OCB across two studies. Furthermore, in Study 2, our findings suggest that organizational politics attenuate the positive impact of authentic leadership on follower job satisfaction and task performance. We discuss theoretical and practical implications.     

抑制性建言：影响因素与实施效果

抑制性建言(Prohibitive Voice)是近年来建言行为领域的一个新兴话题,其强调的是对防危问题的关注而不是工作创新改进,是组织健康的一种重要保障。研究者主要从抑制性建言的概念、测量及实证研究等方面,对国内外研究进行系统性的评述及梳理。未来研究应注意从个体情境互动视角探究抑制性建言的诱因、双刃剑效应视角识别抑制性建言的实施效果和对抑制性建言的中国本土化权变作用等方面继续努力完善。     

Linking leader authentic personality to employee voice behaviour: a multilevel mediation model of authentic leadership development

Drawing on self-consistency and self-concept-based theories, this study examined the antecedents and outcomes of authentic leadership. Specifically, the mediating roles that authentic leadership and organization-based self-esteem (OBSE) play in translating leader authentic personality into employee voice behaviour were investigated. The results, from a sample of 408 subordinate–supervisor dyads from Taiwan, provide evidence of a positive relationship for leader authentic personality with direct reports’ ratings of the leaders’ authentic leadership. In addition, authentic leadership was found to influence subordinates’ voice behaviour, as rated by subordinates’ immediate supervisors; notably, this relationship was partially mediated by the subordinates’ perceptions of OBSE. Furthermore, leader authentic personality was indirectly related to subordinates’ voice behaviour through the mediating influence of authentic leadership and, in turn, subordinates’ perceptions of OBSE. The implications of these results for leadership research and practice, as well as directions for future research, are also presented in this paper.     

德行领导与员工不道德行为、利他行为:道德推脱的中介作用

以道德推脱理论为基础,运用问卷调查法,通过对776名员工的调查,探讨了德行领导对员工不道德行为和利他行为的影响及道德推脱在这一影响中的中介作用。研究发现:(1)德行领导会抑制员工不道德行为的产生、促进员工利他行为的出现;(2)道德推脱会促进员工不道德行为的产生、抑制员工利他行为的出现;(3)德行领导通过道德推脱的完全中介作用负向影响员工的不道德行为,通过道德推脱的部分中介作用正向影响员工的利他行为。