威权领导对员工沉默行为的影响:一个有调节的中介效应模型

采用249对领导与员工的配对数据,考察了威权领导对员工沉默行为的影响,以及情感信任的中介作用和权力距离的调节效应。结果表明：（1）威权领导对员工沉默行为有正向影响;（2）员工对上司的情感信任在威权领导与沉默行为之间起完全中介作用;（3）员工权力距离导向对威权领导与情感信任之间关系具有调节作用,权力距离导向越高,威权领导对情感信任的影响越低;（4）进一步地,权力距离导向还调节着情感信任对威权领导与沉默行为的中介效应,即存在有调节的中介效应。     

Is subordinate's loyalty a precondition of supervisor's benevolent leadership? The moderating effects of supervisor's altruistic personality and perceived organizational support

Based on Cheng's differential leadership theory, we investigated the relationship between a subordinate's loyalty to a supervisor (SLS) and the supervisor's benevolent leadership in Chinese organizations. We also explored two moderators of this relationship, the supervisor's altruistic personality and perceived organizational support (POS). Using survey research, we collected data from supervisor‐subordinate dyads in Taiwan and made 167 valid observations. The results showed that SLS positively relates to the supervisor's benevolent behaviours; however, this relationship is diminished by the supervisor's altruistic personality and POS. That is, when the supervisor has a high level of altruistic personality or POS, the association of SLS with the supervisor's benevolent leadership is weaker.     

授权赋能领导行为与组织公民行为:员工的领导认同感和组织心理所有权的作用

认同感和控制感出发,研究授权赋能领导行为对员工组织公民行为的作用机制和边界条件。通过问卷调查,搜集了162名主管及其460名直接下属的数据。研究结果表明,授权赋能领导行为对员工对主管的领导认同感有积极影响作用;领导认同感在授权赋能领导行为与员工组织公民行为之间起到中介作用;员工对组织的心理所有权对领导认同感的中介效应起到调节作用。     

Une analyse du leadership laissez-faire dans les organisations : le rôle des orientations d’objectifs des employés

Supervisors’ laissez-faire leadership has been scarcely studied in the management literature. Moreover, the role of individual differences in employees’ reactions to laissez-faire leadership remains unknown. In the present study (n = 248), we examine the relationship between supervisors’ laissez-faire leadership and employees’ (affective) commitment to the supervisor and the organization, and their job satisfaction, and consider employees’ goal orientations (learning, performance, and avoidance) as moderating variables of these relationships. The results of multiple regression analyses indicate that laissez-faire leadership is negatively associated with employee commitment to the supervisor and the organization and job satisfaction. In addition, the relationship between laissez-faire leadership and commitment to the supervisor and to the organization was more negative when performance orientation was high. In contrast, the relationship between laissez-faire leadership and commitment to the supervisor and the organization and job satisfaction was less negative when avoidance orientation was high. Learning orientation exerted no moderating effect. These results reveal that the undermining effect of laissez-faire leadership varies across levels of employees’ performance and avoidance orientations. We discuss the implications of these results for future research.     

Clarifying the importance of trust in organizations as a component of effective work relationships

Organizational trust is an important element of an organization's long‐term success, as it is a central component of effective work relationships. This study examines the extent to which one's trust in the organization mediates the relationship between three drivers of social exchange relationships and three attitudinal outcomes. The results from a sample of 1,300 manufacturing employees revealed that trust in the organization partially mediated the relationship between perceived supervisor support and turnover intentions, affective organizational commitment and job satisfaction, and fully mediated the relationship between distributive justice and information receiving and these outcomes. This paper extends the empirical literature about the antecedents and consequences of trust in organization, giving special attention to the mediating role of trust in organizations.     

Effects of Supervisor “Big Five” Personality on Subordinate Attitudes

Leadership theory has long sought to find traits associated with effective leadership. This study uses the five-factor model of personality to investigate the relationship between the personality of supervisors and aggregated attitudes of subordinates. Results from 131 supervisors and 467 subordinates support the notion that supervisor personality is related to subordinate attitudes. Overall, high levels of supervisor Agreeableness, Emotional Stability and Extraversion, plus low levels of Conscientiousness are related to subordinate ratings of satisfaction with supervisor, overall satisfaction, affective commitment and turnover intentions. However, the relationships are somewhat weak and differ across specific criteria. Implications for these findings are discussed.     

Supervisors’ Ethical Leadership and Employee Job Satisfaction: A Social Cognitive Perspective

Although several studies explored the relationship between supervisors’ ethical leadership and employee job satisfaction, little information is available on this relationship in the Chinese context. We propose that moral cognition is an essential process in the relationship between supervisor’s ethical leadership and employee subjective well-being. The present study, through the lens of the social cognitive theory, examined the relationship between supervisors’ ethical leadership and employee job satisfaction, as well as the employee moral-cognitive processes between them. Based on 371 employees in a Chinese enterprise, the present study employed structural equation modeling to examine the hypothesized research model. The results confirmed that supervisors’ ethical leadership was positively related to employee moral awareness, moral identity and job satisfaction, respectively. Moreover, employee moral awareness and moral identity partially mediated the relationship between supervisors’ ethical leadership and employee job satisfaction. The theoretical and managerial implications were further discussed.     

Charismatic leadership and organizational outcomes: The mediating role of employees' work-group identification

This research examines the degree of employees' identification with the work-group as a function of charismatic leadership (e.g., Conger & Kanungo, 1998 1998) and the mediating role of work-group identification (Van Knippenberg & Van Shie, 2000 2000) in the relationship between charismatic style and different work outcomes. Thus, the general aim was to analyse leadership and work outcomes as they are associated to social identification processes, referring both to recent developments of charismatic leadership models and to the recent developments of the social identity analysis applied to the workplace (see Abrams & Hogg, 2001 2001). Two field surveys were conducted using 200 Italian public and private sector employees (two different working organizations). Two questionnaires were designed in order to collect data. They included different measures of charismatic leadership derived by the literature (e.g., the Conger-Kanungo Charismatic Leadership Questionnaire; Conger & Kanungo, 1994 1994, 1998 1998, for Study 2), a scale to assess the degree of identification with the work-group (Van Knippenberg & Van Shie, 2000 2000), and some scales to measure the different outcomes considered (e.g., Brown and Leigh's effort measure, 1996 1996; Mobley's turnover intention measure, 1977 1977). As predicted, results of Study 1 revealed that charismatic leadership was positively related to work-group identification, and employees' work effort was positively related to work-group identification. Work-group identification also mediates relationship between charismatic leadership and work effort. Results of Study 2 replicated the positive association between charismatic leadership and employees' work-group identification; work-group identification is also associated with their job involvement, job satisfaction, performance, and turnover intention. The same mediating role of work-group identification between charismatic leadership and the criteria mentioned above was found. Underlying mechanisms as well as implications are discussed.     

主管威权领导与下属前瞻行为：一个被中介的调节模型构建与检验

采用214份主管-下属配对调查数据, 考察了威权领导这一华人企业组织中特有的领导方式对下属前瞻行为的影响, 尤其是检验了下属对领导者信任的中介作用与权威主义和集体主义这两种传统价值取向的调节作用。层次回归分析结果表明：(1)威权领导与下属的前瞻行为呈显著负相关; (2)对领导者的信任在威权领导与下属前瞻行为之间起完全中介作用; (3)下属权威主义取向对威权领导与下属对领导者信任和前瞻行为之间的负向关系均具有显著的弱化效应, 并且下属对领导者的信任完全中介了威权领导与下属权威主义取向之间的交互作用对前瞻行为的影响; (4)下属集体主义取向对威权领导与下属对领导者的信任之间的负向关系具有显著的增强效应。     

The Effects of Leader Fairness and Pay Outcomes on Superior/Subordinate Relations1

This study assessed the effects of procedurally fair leadership and payment outcomes on subordinate reactions to the supervisor in a pay-for-performance task. Procedurally fair leadership was operationalized by the extent to which supervisors enacted three specific behaviors: facilitation of voice, accuracy, and adherence to formal policies and procedures. The payment outcomes were high and low cash payments for performance evaluated as above or below average. Subordinate reactions to these treatments focused on perceptions of supervisory fairness (both procedural and distributive) and the subordinate's relationship with his or her supervisor (in terms of both satisfaction and commitment). Procedurally fair leadership showed a main effect on subordinate perceptions of leader fairness and on their relationship with the leader. No other effects were noted. Implications are discussed.     

变革型领导风格的实证研究

以72家企业的193名管理者为被试,通过多来源评估法收集数据,采用因素分析、信度分析和回归分析等方法对变革型领导的理论结构及其与领导有效性的关系进行了深入研究。结果表明,变革型领导具有二阶单因素结构。即四个独立子因素为领导魅力、感召力、智力激发和个性化关怀,这些子因素归属于一个单一二阶因素;研究所使用的《变革型领导问卷》具有良好的构想效度和信度,适用于中国文化;变革型领导及其子维度对领导有效性有一定的预测力。     

Gender and Leadership Aspiration: Supervisor Gender,Support, and Job Control

Understanding the role of leadership aspiration in the under-representation of female leaders is important, because aspiration is a key predictor of hierarchical advancement. A neglected perspective in the relationship between gender and leadership aspiration is the gender of the individual's supervisor. Supervisors can play an important role in providing support and in engendering a sense of control, and both support and control are precursors to leadership aspiration. Yet, supervisors may also act on gender biases that discourage women's leadership aspiration. We argue that there is an interaction between supervisor and subordinate gender such that men experience relatively high levels of support and control regardless of supervisor gender, whereas women experience more support and control and as a result display higher leadership aspiration with a female supervisor. A survey of N = 402 men and women supported these hypotheses regarding the subordinate gender by supervisor gender interactive influence on leadership aspiration, support, control, and the mediated moderation model.     

上司人际公平如何影响员工工作结果:有中介的调节效应

本文探讨了上司的人际公平怎样影响员工工作满意度和人际层面组织公民行为,以及这种影响何时更强或更弱。通过对237名在职人员调查,结果发现:(1)员工的上司信任在人际公平与工作满意度、人际层面组织公民行为之间具有部分和完全中介作用;(2)上司权力对人际公平效应具有调节作用:当上司权力较高时,人际公平显著影响员工对他的信任,进而影响工作满意度和人际层面组织公民行为;而当其权力较低时,人际公平的影响不明显。     

Supervisor Humor and Employee Outcomes: The Role of Social Distance and Affective Trust in Supervisor

Purpose

To examine how social distance and affective trust in supervisor affect the relationships between supervisor humor and the psychological well-being and job performance of subordinates.

Design/Methodology/Approach

A survey was conducted among 322 matched supervisor–subordinate dyads in 14 South Korean organizations. Multi-level analyses were performed to test the research hypotheses, including the moderating effects.

Findings

Self-enhancing humor of supervisors was positively associated with the psychological well-being and job performance of subordinates. Affiliative humor was positively associated with psychological well-being, whereas aggressive humor was negatively associated with psychological well-being. In addition, supervisor humor was indirectly related to the psychological well-being of subordinates via social distance. Moreover, affective trust in supervisor significantly moderated the relationship between supervisor humor and social distance, such that the relationship between affiliative humor and social distance was stronger when affective trust in supervisor was high rather than low.

Implications

These findings are important in developing and refining humor theory on the responses of employees to various types of supervisor humor. Moreover, they provide practical implications for organizations. For example, organizations should note that supervisor humor may not always produce good results, and thus should encourage managers to use constructive humor. Similarly, supervisors should build a high-trust relationship with their subordinates to increase the effectiveness of their constructive humor.

Originality/Value

This study is one of the few studies that has examined the mechanism and boundary conditions of the effects of supervisor humor on employee outcomes.

     

THE ROLE OF LOCUS OF CONTROL IN LEADER INFLUENCE BEHAVIOR1

This study investigated whether the leader's locus of control moderated the relationship between perceived leader influence behaviors and certain subordinate outcome variables. The results showed that locus of control did significantly moderate the effect of supervisor influence on productivity and subordinate satisfaction with supervision. The difference in satisfaction with supervision was more extreme at high levels of subordinate perceived supervisor influence on productivity. Implications for supervisor training are discussed.     

Structure also supports autonomy: Measuring and defining autonomy‐supportive teaching in Japanese elementary foreign language classes

Recent discussions of autonomy have included the perspective that, as a basic human need across cultural environments, it includes not only choice but also personal endorsement of action. The present study focused on the cultural experience of autonomy‐support in Japanese elementary school foreign language classes. Three studies were conducted to investigate how students understand autonomy‐supportive teaching. In Study 1, exploratory focus groups defined cultural perspectives on autonomy‐support and structure. Exploratory and confirmatory factor analysis indicated that clarity, pacing, and teachers' positive affect correspond to students' perception of supportive teaching. Study 2 investigated teacher support in relation to in‐class engagement using longitudinal structural equation modeling. The results indicated a strong relationship between perceptions of support and classroom behavioral engagement, with stable effects over time. Study 3 longitudinally investigated teacher support in relation to students' perceptions of personal autonomy, relatedness, and competence need satisfaction. Findings show a strong positive relationship between teacher support and need satisfaction with high test‐retest reliability. Discussion focuses on how autonomy need satisfaction is experienced in different cultures with differing social norms.     

辱虐管理与员工表现：传统性与信任的作用

研究辱虐管理对员工表现包括任务绩效和组织公民行为的影响,并探讨员工对主管的信任和员工传统性在以上影响过程中所起的中介及调节作用。以北京6家电子制造企业中匹配的283名员工和112名主管为研究对象,层级回归分析表明：辱虐管理会破坏员工对上级主管的信任,继而降低任务绩效水平和组织公民行为;传统员工对辱虐管理的耐受力更强,相对于非传统员工,传统员工较少因为上级主管的辱虐管理而降低其对主管的信任。     

The paradox of power sharing: Participative charismatic leaders have subordinates with more instead of less need for leadership

Although charismatic and participative leaders have been noted for their positive effects on criteria such as performance, job satisfaction, and commitment, few studies have looked at the relations with subordinates' leadership needs. In this study, the relations between charismatic and participative leadership, team outcomes, and a team's need for leadership were investigated. The sample consisted of South Pacific CEOs and their top-level management teams from Fiji, Tonga, Samoa, Vanuatu, and the Solomon Islands. Results showed that charismatic leadership was related to both group-level need for leadership and positive team outcomes. However, team outcomes did not mediate the relations between leadership and a team's need for leadership. Additionally, a moderator effect was found between participative leadership and charismatic leadership in explaining a team's need for leadership, implying that teams of subordinates with participative charismatic leaders need more instead of less leadership from their CEOs.     

Leadership in Boundaryless Organizations: Disposable or Indispensable?

The emergence of "post-bureaucratic" "boundaryless" organizations raises questions about the role of leadership in such organizational forms. In this article I analyse the basic characteristics of emerging organizational forms and offer a theory-guided speculation about the function and nature of leadership within such forms. The analysis exposes a basic dilemma: On the one hand, the temporary, adhoc and "virtual" nature of new organizational arrangements, in combination with greater tendencies toward equality and participation, seem to reduce the need and scope for traditional leadership in organizations. On the other hand, the weakening of both bureaucratic and cultural mechanisms of control and co-ordination seems to increase the need and scope for strong leadership. A related dilemma concerns the need for leaders to serve simultaneously as both agents of change and "centres of gravity" in organizations that cope with rapidly changing environments. These dilemmas pose practical challenges for leaders and theoretical challenges for leadership scholars. I discuss the appropriateness of current leadership theories to meet these challenges and offer directions for further theoretical developments.     

Supervisor Narcissism and Employee Performance: A Moderated Mediation Model of Affective Organizational Commitment and Power Distance Orientation

Abstract

Drawing upon social exchange theory, this research investigates how and when supervisor narcissism influences subordinates’ performance. Study 1 uses a two-wave survey and reveals that supervisor narcissism is negatively related to subordinates’ in-role performance. Subordinates’ affective organizational commitment mediates the relationship between supervisor narcissism and subordinates’ in-role performance. Moreover, the mediating effect is moderated by subordinates’ power distance orientation such that the mediation is weaker when power distance orientation is higher. Study 2 utilizes experimental research to replicate and extend the findings of Study 1. It shows that supervisor narcissism also negatively influences subordinates’ extra-role performance. Subordinates’ affective organizational commitment also mediates the relationship between supervisor narcissism and extra-role performance. Moreover, power distance orientation also moderates the mediating effect.