中国组织情境下破坏性领导行为的诱因：一项追踪研究

破坏性领导行为的危害不容忽视, 然而, 学术界对于这一领域的探究尚处起步阶段。本研究首先在中国组织情境下, 采用质化研究与量化研究相结合的方式, 探讨破坏性领导的结构维度, 开发破坏性领导的测量量表; 然后以"管理者及其下属配对"为研究对象, 采用追踪研究设计, 收集"管理者－员工"配对数据, 运用结构方程模型、多元回归分析以及多层线性模型技术进行统计分析, 探讨破坏性领导行为的诱因。具体包括三个研究：(1)中国组织情境下破坏性领导的结构与测量研究; (2)破坏性领导行为的诱因：基于个体特质与组织情境视角的跨层次的追踪研究; (3)破坏性领导行为的诱因：基于下属特征视角的追踪研究。研究结果有助于澄清中国组织情境下破坏性领导的内涵与维度结构, 识别与测量中国组织情境下的破坏性领导行为, 揭示个体特质对破坏性领导行为的影响效应, 探明诱发破坏性领导行为的组织情境因素和下属特征因素。     

团队领导组织公民行为的有效性：以双维认同为中介的多层次模型检验

本研究旨在考察团队领导组织公民行为对团队员工角色内绩效的影响及其以团队员工的共享团队认同和领导认同为中介的作用机制。采用团队领导—团队员工匹配问卷的调查方法,使用29个团队的样本数据对相应的多层次模型进行检验。结果显示：团队领导组织公民行为对团队员工角色内绩效有显著的正向影响;团队员工的共享团队认同和领导认同分别和同时在团队领导组织公民行为与团队员工角色内绩效之间起到完全的跨层次中介作用。     

领导授权赋能与领导有效性的关系：基于元分析的检验

基于183项实证研究, 采用元分析法综合考察了领导授权赋能与领导有效性的关系, 包括个体工作态度与绩效(145个样本, 50509名员工)、团队绩效(47个样本, 4856个团队)和组织绩效(9个样本, 1090家企业)。结果表明：领导授权赋能与工作满意度、组织承诺和主观幸福感显著正相关, 与离职倾向、倦怠&压力显著负相关, 与个体(团队)绩效及其各维度显著正相关, 与反生产行为显著负相关, 但与组织绩效的正向关系不显著。其中, 主观幸福感、团队绩效、团队任务绩效的样本文献可能存在出版偏倚, 其元分析结果很可能被高估。在东西方差异上, 领导授权赋能与个体(团队)绩效、个体(团队)任务绩效的相关性均属东亚样本更强、欧美样本更弱, 而与个体(团队)创新绩效、个体(团队)关系绩效之间无显著差异。然而, 团队创新绩效的欧美样本和团队关系绩效的东亚样本仅1份, 故其东西方比较结果可能存在不稳定及不可靠性。此外, 领导授权赋能的量表、数据类型显著调节了领导授权赋能与个体绩效的关系, 行业类型的调节效应不显著。研究结果为领导授权赋能与领导有效性的研究给出了新的阶段性定论。     

团队领导与团队有效性:基于社会认同理论的多层次研究

随着工作团队的广泛应用,团队有效性已成为研究者与管理者关注的焦点。团队领导作为影响有效性的关键因素,其作用机制得到研究者的日益关注。虽然团队领导的多层特征与中介机制已进入研究者的视野,但多层交互作用机制的实证探讨还较少;领导测量的情境性尚未得到充分关注。本研究在双通道团队变革型领导模型和社会认同理论基础上,提出基于团队、个体各自独立水平与两者交互层面的团队变革型领导作用机制模型。研究将在开发双通道团队变革型领导行为的情景判断测验基础上;通过企业问卷调查分阶段收集多源数据,整合多层结构方程与多层线性模型的数据分析,验证假设中的团队层面变量(团队聚焦变革型领导、关系认同、集体认同)与个体层面变量(个体聚焦变革型领导、领导成员交换、领导导向关系认同)之间的交互关系与边界条件,及对有效性的影响。研究结果一方面可拓展现有的团队领导理论,另一方面可为团队领导选拔等实践应用提供支持。     

公仆型领导的负面效应及其缓冲机制探究

过去, 研究人员普遍认为公仆型领导是一种对员工、团队和组织有积极作用的领导方式, 但新近的研究表明公仆型领导也会引起潜在的负面效应。针对此问题, 首先介绍公仆型领导的概念与研究概况。然后, 分别从领导者自身和下属员工的角度, 基于角色压力、自我控制资源分配、资源保存、内隐追随、领导与成员交换、领导原型等理论, 探究公仆型领导的负面效应及其缓冲机制。最后, 从研究层面、研究方法、研究视角、研究内容等四个方面提出未来研究建议。     

“揭开黑箱”——变革型领导中介变量的研究现状与展望

变革型领导作用机制的研究目前是国内外学者关注的一个热点.大家比较一致的结论是心理授权在变革型领导行为与领导有效性之间起到中介作用,其中,心理授权中工作意义和自我效能两个维度起主要作用.学者们还发现信任和组织公平在变革型领导与员工工作绩效之间能起到显著的中介作用;另外,领导一成员交换关系和工作特征等作为变革型领导行为过程中的中介变量也得到验证.在未来,基于目标设置的变革型领导作用机制的构思将为今后研究提供一条新思路.     

中国组织情境下的领导有效性：对变革型领导、领导-部属交换和破坏型领导的元分析

以91项实证研究(92个独立样本, 33517名员工)为对象, 综合使用元分析、相对权重分析和结构方程技术, 考察了中国组织情境下领导方式的有效性问题。研究者从导向(行为-关系)和性质(积极-消极)两个方面, 选择了变革型、领导-部属交换和破坏型3种领导方式; 从产出类型(态度-行为)方面, 选择了下属工作满意度、情感承诺、留职意愿、任务绩效和组织公民行为5种有效性指标。结果表明：(1)变革型领导和领导-部属交换与员工积极性态度和行为正相关, 破坏型领导与员工积极性态度和行为负相关。(2)三种领导方式的有效性有所不同：在对下属态度的影响上, 领导-部属交换作用最强, 变革型领导次之, 破坏型领导最弱; 在对下属行为的影响上, 破坏型领导作用最强, 领导-部属交换次之, 变革型领导最弱。(3)关系导向领导方式在行为导向领导方式与下属反应关系中起部分中介作用, 即除了直接影响, 变革型和破坏型领导还通过提高和降低领导-部属交换质量影响下属态度和行为。     

团队领导行为对团队效能影响之研究

对修订的团队领导行为量表和自编的团队效能量表进行了信效度检验,并在此基础上探讨了团队领导行为对团队效能的影响情况。结果表明修订的中文版团队领导行为量表具有良好的结构效度和信度,可分为动机激励、魅力领导、挑战陈规和个别关怀四个维度;团队效能量表同样具有良好的结构效度和信度,可分为任务绩效和周边绩效两个维度。路径分析和多元线性回归分析的结果表明,转换型团队领导行为对周边绩效的影响显著高于对任务绩效的影响;转换型团队领导行为中动机激励、魅力领导和个别关怀这三个维度对团队效能影响显著,而挑战陈规这一维度对团队效能的影响并不显著。     

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。     

家庭支持型主管行为对员工的影响与作用机制：基于元分析的证据

为厘清家庭支持型主管行为对员工的独特影响,并比较不同的作用机制,本研究对包含204个独立样本、340个效应值及91145名员工的164篇文献进行了元分析,结果发现：(1)与一般主管支持行为相比,家庭支持型主管行为对员工的任务绩效、创新行为和生活满意度有更强的积极影响。(2)工作对家庭冲突(资源视角)、领导-成员交换(交换视角)和情感承诺(情感视角)均能解释家庭支持型主管行为对员工的作用机制,并互为补充。具体而言,三者均能中介家庭支持型主管行为对任务绩效的影响;领导-成员交换和情感承诺在家庭支持型主管行为与创新行为间起中介作用;工作对家庭冲突和领导-成员交换则在家庭支持型主管行为影响生活满意度中发挥中介效应。研究结果为家庭支持型主管行为的影响效果提供了可靠结论,也有助于深入理解其作用机制。     

Does “the servant as leader” translate into Chinese? A cross-cultural meta-analysis of servant leadership

ABSTRACT

Servant leadership is a popular style of ethically-based leadership developed in the cultural context of the United States and other Anglo-Saxon (Anglo) countries with a similar culture and managerial context. However, much of the empirical research on this leadership style has been conducted in China, a country with very different cultural and managerial traditions. It is not known whether the results of research conducted in China can be integrated into a general theory of servant leadership. It is also unknown whether servant leadership, which is widely promoted as an effective leadership style in Anglo countries, will be equally effective for all employee outcomes in China. To answer these questions, we perform a meta-analysis of servant leadership research (k = 112, n = 35,716) which compares the effects of servant leadership on employees in China with its effects on employees in Anglo countries. Results show that there is no significant difference in effect sizes between Chinese and Anglo employees for job performance, organizational citizenship behaviour, creative behaviour, affective commitment, and job satisfaction. The effect of servant leadership on leader-member exchange may be stronger for Anglo employees. Implications for servant leadership theory and managerial practices in China are discussed.     

Servant leadership,leader gender,and team gender role: Testing a female advantage in a cascading model of performance

We integrate the theory of gender role congruity with extant research on servant leadership to propose and test a moderated process model in which we hypothesize that servant leadership's effects on outcomes are stronger when implemented by women, and when it takes place within teams high in feminine gender role composition. Specifically, we theorize that servant leadership's communal emphases on stakeholders and relationships align with female role prototypes, which should lead to female advantages for job performance through the proposed serial mediators of prosocial motivation and follower servant leadership behaviors. We test this moderated, serial‐mediation model in a temporally lagged field study with a multi‐organizational sample including 109 teams. We find evidence that the mediated process model is moderated at the first stage such that in teams higher in feminine gender role composition, servant leadership has greater direct effects on prosocial motivation, as well as indirect effects on follower servant leadership and performance. We do not find support for our hypothesis that a similar moderated effect would emerge for leader sex; instead, we find that the effect of servant leadership on follower servant leadership, and subsequently to performance, is stronger for women leaders than it is for men. The implications of these findings for the servant leadership and role congruity literatures are discussed.     

Serving first for the benefit of others: preliminary evidence for a hierarchical conceptualization of servant leadership

In this paper, we examine servant leadership as a promising leadership style for today's dynamic sales environments. Conceptual and empirical literature points to servant leadership's strong potential in facilitating benefits to salespeople and the organization. Yet that same literature evidences a problematic lack of consensus regarding components that distinctly reflect servant leadership. Existing conceptualizations include dimensions like humility and providing direction, which clearly overlap with various other leadership styles. In this paper, we first consider unique distinctives of servant leadership. We then propose an extension of the augmentation hypothesis from the transactional and transformational leadership literature. Specifically, we posit that servant leadership distinctives are hierarchically built on transformational characteristics, which themselves are built on transactional characteristics. Using secondary data from a sample of professional salespeople, we apply Guttman scaling and show this hierarchical conceptualization to be empirically tenable. We demonstrate that sales leadership at higher levels on the hierarchy produces incremental gains in salesperson satisfaction, salesperson performance, organizational citizenship behaviors, and corporate social responsibility. We confirm our findings in a validation sample and demonstrate an additional relationship with customer-directed extra-role behaviors. Our results imply that sales organizations can reap enhanced multi-faceted benefits through higher levels of servant leadership.     

服务型领导影响工作繁荣的动态双向机制

本研究基于资源保存理论, 采用动态追踪设计与双向影响设计, 通过文献研究和追踪问卷调查研究等方法, 揭示服务型领导对个人及团队工作繁荣影响的跨层作用机制、边界条件以及服务型领导与下属的双向影响过程, 从而增进对服务型领导作用机制的理解, 深化对领导本身动态变化本质的理解, 拓展工作繁荣前因变量的研究, 也为各类组织改善领导方式、提高领导效能、促进员工工作繁荣提供指导。     

服务型领导对员工工作结果的影响： 亲社会动机的中介效应和互动公平的调节效应

通过对201名员工及其领导的配对问卷调查,探讨服务型领导对员工工作结果的作用机制。研究发现：（1）服务型领导与下属的工作满意度、帮助行为正相关;（2）亲社会动机在服务型领导与工作满意度及帮助行为关系中起部分中介作用;（3）互动公平调节了服务型领导与亲社会动机之间的关系,即互动公平越高,服务型领导与亲社会动机之间的关系就越强;（4）互动公平调节了亲社会动机对服务型领导-帮助行为和工作满意度的中介作用。     

累并快乐着：服务型领导的收益与代价——基于工作-家庭资源模型视角

服务型领导被以往大量研究证实能够对下属产生积极的影响效果。然而, 我们对服务型领导如何影响领导者自己还知之甚少。基于此, 文章根据工作-家庭资源模型, 探讨了服务型领导的收益与代价。采用经验抽样法, 对广州市76名企业单位中的主管进行为期5天的日记研究, 并运用多层线性模型进行数据分析。结果表明：主管每日从事服务型领导行为既可以产生更多的积极情绪, 从而改善工作-家庭关系, 又可能会引发资源损耗, 从而恶化了工作-家庭关系。主管感知的组织支持是服务型领导行为双刃剑效应的“门阀”, 当主管感知到高的组织支持时, 从事服务型领导行为会带来更多的积极情绪, 而当主管感知到低的组织支持时, 从事服务型领导行为可能更容易增加资源损耗。以上结果能拓宽我们对服务型领导影响效果的认识, 并为如何干预服务型领导行为提供一些新的启发。     

责任型领导：概念变迁、理论机制及本土启示

随着社会与环境问题的日益严峻, 责任型领导这个研究主题逐渐引起了学界的关注与探讨。观其发展历史, 责任型领导的概念界定主要历经了关系视角、过程视角和行为视角的变迁, 实证研究主要涉及道德认同、情境强度、社会交换、社会学习、社会信息加工、情感事件和资本理论等视角。在中国情境下, 未来研究既可以遵循本位研究思路, 从差序格局特征、集体主义取向类型等视角进行探索, 也可采用客位研究思路, 对以往西方研究视角进行检验或升级, 如整合、对比或探讨适用条件。     

CEO Servant Leadership: Exploring Executive Characteristics and Firm Performance

This study offers an examination of the relationships between chief executive officer (CEO) servant leadership, the executive characteristics of narcissism, founder status, and organizational identification, and firm performance in a sample of 126 CEOs in technology organizations. Analysis of data gathered over multiple periods revealed a negative relationship between CEO narcissism and servant leadership, and a positive relationship between founder status (i.e., founder or nonfounder) and servant leadership. Furthermore, CEO organizational identification served as a partial mediating mechanism linking narcissism and founder status to servant leadership. In turn, CEO servant leadership predicted subsequent firm performance (measured as return on assets). The results of this study have implications for researchers interested in better understanding the predictors and consequences of servant leadership and for practitioners concerned with combating negative or selfish executive leadership behaviors and employing servant leadership for the organization's benefit.     

The relationship between peer servant leadership,social identity,and team cohesion in intercollegiate athletics

Servant leadership is characterized by a leader’s emphasis on serving their followers first. Within the sport context, servant leadership has been studied primarily in coaches and has been associated with positive athlete outcomes, such as increased athlete satisfaction, motivation, and performance. However, the impact of servant leadership from an athlete perspective (e.g., formal team captains) has been underexplored. As such, the purpose of the present study was to examine the relationships between peer servant leadership, cohesion, and social identity within intercollegiate athletes. Two hundred and eighty-eight Division I and Division III NCAA intercollegiate athletes participated in the present study (female n = 165; male n = 123; M_age = 19.41, SD_age = 1.09) and completed the Revised Servant Leadership Profile for Sport (RSLP-S; Hammermeister et al., 2008), Group Environment Questionnaire (GEQ; Carron et al., 1985; Eys et al., 2007), and Social Identity Questionnaire for Sport (SIQS; Bruner & Benson, 2018). Structural equation modeling was used to assess the relationships between peer servant leadership, cohesion, and social identity. Results revealed that peer servant leadership positively predicted cohesion, and this relationship was fully mediated by social identity. The current study supports the effectiveness of peer servant leadership in sport contexts and provides theoretical support for the social identity approach to leadership.