Willing and able? Theory of mind,social motivation,and social competence in middle childhood and early adolescence

This study investigated the links between theory of mind, social motivation, and children's social competence in middle childhood and early adolescence. Two hundred and sixty four children (136 girls, 128 boys) aged between 8 and 13 years (M Age = 10.88 years, SD = 1.45) completed theory-of-mind tests and self-report questionnaires measuring social motivation. Teachers rated children's social competence at school. Teacher-rated social competence was associated with individual differences in both theory of mind and children's motivation to develop and maintain social relationships. Results suggest that while individual differences in social motivation and theory of mind are partially overlapping, both theory of mind ability and social motivation contribute to successful social interaction at school.     

Public involvement in social and political participation processes: A gender perspective

One interesting perspective from which to investigate participation processes is that of gender (Angelique & Culley, 2007). The disparity between male and female participation is evident, in particular when dealing with politics. The research reported here examines any differences between men and women in three different groups: non‐participants (N = 201), social participants (N = 167) and political participants (N = 184). Two specific aspects were considered: (a) the perception of sociopolitical control, that is leadership competence and policy control, and (b) the perception of costs and benefits derived from participation. In focusing on such perceptions, if any difference could be evidenced, we aimed to investigate if this difference was determined by gender, by the type of participation or by the interaction of gender and participation. Data show that leadership competence and policy control were both influenced by the type of participation. An interaction effect of gender and type of commitment for policy control was observed and gender had a direct effect on leadership competence. These results suggest that the gender gap seems to be connected more to the context than to effective gender characteristics. Other data on the perception of costs and benefits are discussed. Copyright © 2009 John Wiley & Sons, Ltd.     

The Being of Leadership

The ethical foundation of the medical profession, which values service above reward and holds the doctor-patient relationship as inviolable, continues to be challenged by the commercialization of health care. This article contends that a realigned leadership framework - one that distinguishes being a leader as the ontological basis for what leaders know, have, and do - is central to safeguarding medicine's ethical foundation. Four ontological pillars of leadership - awareness, commitment, integrity, and authenticity - are proposed as fundamental elements that anchor this foundation and the basic tenets of professionalism. Ontological leadership is shaped by and accessible through language; what health care leaders create in language "uses" them by providing a point of view (a context) within and from which they orient their conversations, decisions, and conduct such that they are ethically aligned and grounded. This contextual leadership framework exposes for us the limitations imposed by our mental maps, creating new opportunity sets for being and action (previously unavailable) that embody medicine's charter on professionalism. While this leadership methodology contrasts with the conventional results-oriented model where leading is generally equated with a successful clinical practice, a distinguished research program, or a promotion, it is not a replacement for it; indeed, results are essential for performance. Rather, being and action are interrelated and their correlated nature equips leaders with a framework for tackling health care's most complex problems in a manner that preserves medicine's venerable ethical heritage.     

Perceived ethical leadership: Its moderating influence on employees’ organisational commitment and organisational citizenship behaviours

This study investigated the extent to which employees’ perception of ethical leadership moderated their organisational commitment and organisational citizenship behaviour. A non-probability purposive sample (N = 839; females = 32%) of employees in a railway organisation in the Democratic Republic of Congo (DRC) participated in the study. They completed the following measures: the Organisational Commitment Scale (OCS), the Organisational Citizenship Behaviour Questionnaire (OCBQ) and the Ethical Leadership Scale (ELS). Stepwise hierarchical regression analysis was utilised to determine the influence of employees’ perceptions of the relationships between their self-reported organisational commitment and organisational citizenship behaviour. The results indicated employee perceptions of the integrity, fairness and honesty aspects of ethical leadership to explain their affective, continuance and normative aspects of organisational commitment and organisational citizenship behaviour. The results also showed that employee perceptions of high ethical leadership influenced their willingness to engage in positive organisational commitment such as psychological attachment, work continuance, normative commitment and also their organisational citizen behaviours such as altruism, conscientiousness, courtesy and civic virtue. By implication, leaders with high ethical conduct have the potential to positively stimulate the commitment of employees towards supporting the organisational values and mission.     

Possible competences to be aimed at in ethics education – Ethical competences highlighted in educational research journals

Abstract

The aim of this article is to present varieties of ethical competence that are highlighted in ethics and moral education research articles, and to discuss them in the light of competences stressed in the Swedish curriculum, understood as an example of ethics education in compulsory school. The material consists of 1,940 educational research articles published between 2000 and 2015, and the method of analysis is inductive, focusing on ethical competence. One finding is the similarity between the study’s tentative formulation of identified ethical competences in four categories, and Rest’s understanding of acting morally, captured in the four components: sensitivity, judgement, motivation and implementation. Based on the analysis of the articles, broader understandings of these focuses are developed, and later discussed in relation to Swedish ethics education, characterised as both a conservative and liberal values education. The analyses and comparison show the importance of the components of moral sensitivity and moral implementation and their relative absence in the Swedish curriculum, but also how moral judgement must include a competence to evaluate moral motivations, where empirically testable reasons are also central. Moreover, the risk of neglecting contextual, situational and knowledge-related aspects of ethical competence is highlighted.     

Relationships among Coach Leadership,Peer Leadership,and Adolescent Athletes’ Psychosocial and Team Outcomes: A Test of Transformational Leadership Theory

Transformational leadership theory provided a framework to examine the relationships of coach and peer leadership with individual and team outcomes among team sport athletes. Adolescent female soccer players (N = 412) completed measures assessing coach and teammate transformational leadership behaviors, perceived competence, intrinsic motivation, enjoyment, team cohesion, and collective efficacy. Structural equation modeling revealed that coach leadership was more influential than peer leadership for predicting individual outcomes and collective efficacy, peer leadership was more strongly related to social cohesion than coach leadership, and both peer and coach leadership were equally important for task cohesion. Results are discussed relative to the viability of using transformational leadership theory to understand coach and athlete leadership in the sport domain.     

A structural‐phenomenological typology of mind‐matter correlations

We present a typology of mind‐matter correlations embedded in a dual‐aspect monist framework as proposed by Pauli and Jung. They conjectured a picture in which the mental and the material arise as two complementary aspects of one underlying psychophysically neutral reality to which they cannot be reduced and to which direct empirical access is impossible. This picture suggests structural, persistent, reproducible mind‐matter correlations by splitting the underlying reality into aspects. In addition, it suggests induced, occasional, evasive mind‐matter correlations above and below, respectively, those stable baseline correlations. Two significant roles for the concept of meaning in this framework are elucidated. Finally, it is shown that the obtained typology is in perfect agreement with an empirically based classification of the phenomenology of mind‐matter correlations as observed in exceptional human experiences.     

Positive Psychological States and Employee Creativity: The role of Ethical Leadership

This study explores a new theoretical model of employee creativity by investigating the impact of ethical leadership on creativity mediated by creative self-efficacy and psychological safety. Data collected from 200 supervisor–subordinate dyads in Pakistan reveal that ethical leadership is positively related to creativity. Further, psychological safety partially mediates the relationship between ethical leadership and creativity. However, creative self-efficacy is found insignificant in the relationship between ethical leadership and creativity. The study discusses research and practical implications of the proposed new theoretical framework with regard to employee creativity.     

Ethical leadership: A social learning perspective for construct development and testing

Leaders should be a key source of ethical guidance for employees. Yet, little empirical research focuses on an ethical dimension of leadership. We propose social learning theory as a theoretical basis for understanding ethical leadership and offer a constitutive definition of the ethical leadership construct. In seven interlocking studies, we investigate the viability and importance of this construct. We develop and test a new instrument to measure ethical leadership, examine the proposed connections of ethical leadership with other constructs in a nomological network, and demonstrate its predictive validity for important employee outcomes. Specifically, ethical leadership is related to consideration behavior, honesty, trust in the leader, interactional fairness, socialized charismatic leadership (as measured by the idealized influence dimension of transformational leadership), and abusive supervision, but is not subsumed by any of these. Finally, ethical leadership predicts outcomes such as perceived effectiveness of leaders, followers’ job satisfaction and dedication, and their willingness to report problems to management.     

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.     

Longitudinal associations between children's understanding of emotions and theory of mind

Theory of mind competence and knowledge of emotions were studied longitudinally in a sample of preschoolers aged 3 (n=263) and 4 (n=244) years. Children were assessed using standard measures of theory of mind and emotion knowledge. Three competing hypotheses were tested regarding the developmental associations between children's theory of mind abilities and their knowledge of emotions. First, that an understanding of emotion develops early and informs children's understanding of others’ thinking. Alternatively, having a basic theory of mind may help children learn about emotions. Third, that the two domains are separate aspects of children's social cognitive skills such that each area develops independently. Results of hierarchical regressions supported the first hypothesis that early emotion understanding predicts later theory-of-mind performance, and not the reverse.     

How low does ethical leadership flow? Test of a trickle-down model

This research examines the relationships between top management and supervisory ethical leadership and group-level outcomes (e.g., deviance, OCB) and suggests that ethical leadership flows from one organizational level to the next. Drawing on social learning theory [Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.; Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall.] and social exchange theory [Blau, p. (1964). Exchange and power in social life. New York: John Wiley.], the results support our theoretical model using a sample of 904 employees and 195 managers in 195 departments. We find a direct negative relationship between both top management and supervisory ethical leadership and group-level deviance, and a positive relationship with group-level OCB. Finally, consistent with the proposed trickle-down model, the effects of top management ethical leadership on group-level deviance and OCB are mediated by supervisory ethical leadership.     

Managerial competency modelling and the development of organizational psychology: A Chinese approach

In recent years, China has undergone rapid economic reform and dynamic organizational changes. Several major developments have given special momentum to those changes: China entering the WTO, opening the western regions of China, building up an information network, transforming new management systems nationwide, and encouraging innovations and entrepreneurship. These developments call for more comprehensive and adaptive competencies and new approaches to organizational psychology in China. This provides a national and cultural context of personnel assessment, selection, and development of organizational psychology. Organizational psychology is one of the most active fields for research and application in psychology in China. Three aspects of recent trends are described under a framework of managerial competency modelling. (1) Leadership competence assessment for personnel selection and development has become one of the key aspects of human resources (HR) management in China. Based upon the results from the structured interview and strategic hierarchical job analysis, a model of leadership competency with four dimensions of leadership characteristics and the managerial performance was proposed. The four dimensions are: psychological traits; leadership predispositions; managerial skills; and professional knowledge. (2) HR competency for person‐job‐organization fit. This includes competencies for compensation and motivational strategies, organizational commitment and career management competence, team competence, and group decision‐making skills. (3) Organizational competency for culture and change. This includes an integrative approach to link values with culture, and cross‐cultural leadership skills. On the basis of the recent practice and research developments, a Chinese approach to organizational psychology with important characteristics is summarized: active theoretical development and conceptualization; continuous methodological improvement; close link with HR and management practices; and systematic cross‐cultural socioeconomic perspective. This becomes a key framework for understanding organizational psychology. New directions for research and application in China are highlighted.     

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。     

教化:荀子伦理思想的本旨

Xunzi carried on the noble ambitions of “Zhou Kong Jiaohua 周孔教化” and systematically demonstrated the necessity of cultivation and how to realize it. Starting from the belief that human nature is evil, he argues that cultivation was necessary and its teachings must penetrate the mind. The key of cultivation is to cultivate man’s feelings, encourage man to behave properly, and attempt to mold his nature through Ritual cultivation, Musical cultivation, and the Five Classics. The main point of Xunzi’s ethical thought is cultivation. As far as cultivation theory is concerned, Xunzi’s is the most logical and systematic of the famous Pre-Qin thinkers. Translated by Peng Chuanhua from Nanchang Daxue Xuebao 南昌大学学报 (Journal of Nanchang University), 2005, (2): 1–8     

Gender and Power

Philosophical feminism is the only coherent philosophy with universal implications that provides a theoretical alternative to patriarchal thought and sociopolitical structures. I distinguish between a patriarchal logic of power and a feminist logic of pleasure that leads to an enlightened ethical hedonism, a pleasure-centered, feminist ethical framework based on a cooperative rather than authoritarian model of social relations.     

Leadership Development of Women Preparing for Ministry

This mixed-methods study investigates the leadership development and leadership skills of women graduate students at a theological seminary. Through the Student Leadership Practices Inventory (Student LPI) and Leadership Competency Inventory (LCI), demographic questionnaire, and focus group interviews, the researchers explored the leadership training the women had received and their perception of their leadership abilities and development needs. The findings showed that the women reported frequently demonstrated exemplary leadership practices and many possessed significant leadership experience. Participants scored highest on competencies utilizing people skills and lowest in areas reflecting competence in cognitive or strategic skills. While exposed to formal leadership education they reported receiving their leadership education primarily through observation and experience.     

领导风格与员工创新绩效关系的元分析：基于自我决定视角

领导对员工创新起到重要作用。什么样的领导风格与员工创新相关更高? 实际研究中存在一定争议。为了回答这个问题, 基于自我决定理论, 我们提出一个理论框架, 来解释不同领导风格与员工创新相关系数的差异。我们使用元分析汇集432篇独立的实证研究的证据(中文研究229篇, 英文研究203篇, 样本总量达161599), 来检验我们的假设。研究发现：(1)交易型领导、伦理型领导、变革型领导、服务型领导、领导-成员交换、授权型领导、包容型领导及真实型领导与员工创新绩效之间均存在显著的正相关, 且相关递增; (2)个人主义、绩效评价方式、数据收集时间点、领导风格测量方式、创新测量方式以及发表语言部分调节领导风格和员工创新绩效的关系。研究结果符合理论预测, 研究促进自我决定理论的发展。更为重要的是, 研究结论为管理者提供重要的实践意义, 即使用合适的领导风格进而促进员工创新。     

中国情境下团队伦理决策的过程机制及影响因素

尽管绝大多数商业伦理决策都是由团队而非个人所做出的,但目前对团队伦理决策的研究还很少,尤其缺乏基于理论的深入研究。在前人研究的基础上,借鉴个体伦理决策和团队决策方面的研究成果,结合中国文化强调反省、中庸、威权领导等特点,我们对团队伦理决策的过程机制及影响因素的作用模式展开理论驱动的深入研究。具体来讲,将综合利用多种方法来进行两个方面的4项子研究。在团队伦理决策的过程机制方面,拟开展团队伦理决策的过程机制模型构建研究,然后聚焦于团队伦理决策和个体伦理决策的核心区别,展开基于社会决策图式理论的团队伦理决策观点整合机制研究;在团队伦理决策的影响因素作用模式方面,拟从成员和领导两个方面来进行:基于信息加工和团队冲突的成员多样性对团队伦理决策的影响机制研究,基于信息取样模型的领导特征对团队伦理决策的影响机制研究。     

Being, Doing, and Knowing: Developing Ethical Competence in Health Care

There is a growing interest in ethical competence-building within nursing and health care practising. This tendency is accompanied by a remarkable growth of ethical guidelines. Ethical demands have also been laid down in laws. Present-day practitioners and researchers in health care are thereby left in a virtual cross-fire of various legislations, codes, and recommendations, all intended to guide behaviour. The aim of this paper was to investigate the role of ethical guidelines in the process of ethical competence-building within health care practice and medical research. A conceptual and critical philosophical analysis of some paragraphs of the Helsinki Declaration and of relevant literature was performed. Three major problems related to ethical guidelines were identified, namely, the interpretation problem (there is always a gap between the rule and the practice, which implies that ethical competence is needed for those who are to implement the guidelines); the multiplicity problem (the great number of codes, declarations, and laws might pull in different directions, which may confuse the health care providers who are to follow them); and the legalisation problem (ethics concerns may take on a legal form, where ethical reflection is replaced by a procedure of legal interpretations). Virtue ethics might be an alternative to a rule based approach. This position, however, can turn ethics into a tacit knowledge, leading to poorly reflected and inconsistent ethical decisions. Ethical competence must consist of both being (virtues) and doing (rules and principles), but also of knowing (critical reflection), and therefore a communicative based model is suggested.