领导力的社会认同理论：主要内容及研究进展

作为“以下属为中心”的领导力理论,领导力的社会认同理论是社会心理学与领导力研究结合的代表.该理论采用社会认同解释领导力产生和发挥作用的过程,主要命题为：（1）群体成员通过社会认同选择有效的领导,具有高群体原型代表性的领导者最具有效性;（2）领导者可以通过塑造下属成员的社会认同来实施领导.除了以上内容外,还对该理论的实验证据及优缺点也进行了系统阐述,同时与其它领导力理论进行了整合,最后提出了未来研究的方向.     

青少年人才培养模式的有益探索——简评王斌等著《青少年领导力发展模式研究》

王斌博士等著的《青少年领导力发展模式》是他所主持的国家社科基金的研究成果,从理论与实践相结合的角度,对青少年领导力及其发展规律做了系统深入的研究,他在书中阐述了青少年领导力及其发展模式的概念、内容以及相关研究的进展与方向,并通过科学、规范的实证研究,检验了不同模式对于不同时期青少年领导力发展的效果的差异.可以说,本书应该是国内同类研究中特别值得一读的理论著述. 在库泽斯与波斯纳所著的《领导力》一书中有一个鼓舞人心的观点--领导者不是天生的,领导力不再仅限于个别、少数领袖型人物所具有的能力,每个人身上都具有潜在的和现实的领导力,都能够得以发现和培养.这彻底颠覆了原有的领导观,领导力研究的对象开始逐渐扩大,不再局限于处于领导职位的领导者,而是包括有可能成为领导者的人群,为普通人的发展指明了方向.     

多元文化经历对领导者能力及发展的影响

随着全球化发展的深入, 越来越多的企业领导者具有多元文化经历。多元文化经历是指个体具有直接或间接与外国文化元素或人群进行交互的经历。拟从领导者发展(leader development)和领导力发展(leadership development)两个层面, 全面地探讨多元文化经历对企业领导者能力形成及发展的影响：第一, 探讨多元文化经历对领导者能力发展(包括个人层面、关系层面和社会层面能力)的影响及内部机制; 第二, 探讨多元文化经历对领导力发展(包括领导力涌现、领导力选拔和领导力效能)的影响及内部机制。项目成果不仅能够丰富领导者能力形成与发展等组织管理相关理论, 还能为企业的全球化管理及国际化人才培养实践提供建议。     

河南省科技创造型人才的人格特征初探

一、问题的提出创造型人才的研究与培养是当今社会所关注的主要问题之一。关于创造型人才人格特征的研究,国外研究过,但仍有问题需要进一步的证实。比如,创造型人物有哪些共同的人格特征,至今还没有一致性的结论;研究对象仅限于著名的科学家,对一般科技人才没有进行研究;     

面孔对领导者有多重要?——领导者的面孔特征研究述评

近年来,面孔研究已渗透进领导力研究领域,并掀起了一股领导者面孔特征的研究热潮。目前,可操作化的领导者面孔特征主要包括:面孔年龄、面孔宽高比和面孔特质,这些面孔特征不仅会影响下属的态度和行为,还能提供客观的组织绩效信息。认知心理学的内隐领导理论、原型匹配理论和进化心理学的优良基因理论、本能释放理论是上述机制的重要依据。未来研究可探讨华人领导者的娃娃脸效应及权变因素。     

情绪领导力：概念、测量、发展与模型建构

情绪领导力是指领导者基于自身情绪能力, 通过情绪传染和策略运用来有效管理组织成员的正性和负性情绪, 充分发挥不同情绪的有利效价, 营造应景的组织情绪氛围, 带领组织成员为实现组织共同目标而奋斗。目前, 情绪领导力的测量主要是借用情绪智力量表, 缺乏标准化工具。情绪领导力的研究发展经历3个阶段：以领导情绪能力为中心、以领导情绪传染为中心和以情绪领导力为中心。基于各阶段研究梳理, 建构整合模型：遗传基因、人格和情绪特质对情绪领导力起预测作用, 大脑活动(右侧额叶)与情绪领导力互为因果关系。情绪领导力通过直接和间接两条路径对个体和组织层面的领导效能产生显著影响。未来研究应加强对概念、测量、调节机制、生物基础、组织层面议题和跨文化对比等方面进行探讨。     

军队政工领导干部领导力形成因素的实证分析

本文以军队师团职政工领导干部为研究对象,通过问卷调查和定量分析,初步验证:军队政工领导干部的领导力主要有16个因素形成,他们构成二阶层次结构。领导特质可作为领导力形成因素的综合表达,主要可通过三个一阶因子——品德与价值观、关键领导能力、核心领导素质予以反映。同时,实证分析结果表明,领导者和非领导者对领导力形成因素的看法没有显著差别。     

小学生领导力萌芽与发展的实证研究

摘 要 本研究以四年级学生为研究对象,通过话语分析,探究了八个无领导小组八次讨论过程中领导力的萌芽状况及其影响因素。结果发现,小学生可自发出现领导力行为,但只有两个小组会涌现出明显的领导者,并表现为独立领导和协同领导两种不同模式。对学生和教师行为的综合分析显示,学生领导力的形成与教师示范、反馈及同伴互动存在密切关系,这对学生领导力的培养具有重要的启示意义。     

领导者情绪智力对领导力效能影响的元分析

以往领导者情绪智力和领导力效能之间关系的研究存在很大分歧。运用元分析方法考察了领导者情绪智力对领导力效能的影响及其组织情境和研究方法调节变量。通过纳入98篇中英文文献和110个效应量(n = 27330), 结果表明：(1)领导者情绪智力与领导力效能存在中等程度的正相关(r = 0.39)。(2)组织情境因素的调节作用检验发现, 高层领导者的情绪智力对领导力效能的影响明显高于中层和基层领导者, 非营利性组织中的领导者情绪智力对领导力效能的影响比营利组织中的影响更强, 东方文化背景下的领导者情绪智力对领导力效能的影响比西方文化背景下更强。(3)方法因素的调节作用检验发现, 采用混合模型测量的领导者情绪智力对领导力效能的影响高于采用能力模型测量的结果, 采用客观指标衡量领导力效能的相关系数比主观指标更大, 领导者情绪智力对工作态度指标的影响弱于工作绩效指标, 领导者情绪智力对群体层次效能的影响强于个体层次。从研究设计和出版标准等方面探究领导者情绪智力和领导力效能之间关系的调节变量是未来研究的重点。     

领导力人格特质的层次结构研究

与领导力有关的人格特质的研究一直以来存在缺乏结构．特质定义混乱的缺点。本研究通过访谈和综合以往文献中出现过的与管理绩效有稳定高相关的人格特质．编制了领导力人格特质问卷．并调查了552名被试,通过探索性因索分析和验证性因素分析,建立了领导力人格特质的二阶一因素模型,模型拟和程度达到优秀。方差分析结果显示,领导者与非领导者群体之间在三个一阶因素和一个二阶因素上均存在显著差异,其中以一阶因素开创性的组问差异最大。     

员工创新行为源于领导情感信任吗?风险倾向与组织行为授权的调节作用

领导情感信任会促进员工表现创新行为,但员工个体的风险倾向与组织行为授权可能对其具有调节作用。结果显示（1）领导情感信任能正向预测员工创新行为;（2）领导情感信任、组织行为授权与风险倾向对员工创新行为预测存在三维交互作用,相对于其他条件,组织行为授权和风险倾向均处于高水平条件下,领导情感信任与员工创新行为的正相关程度更为明显。探讨领导情感信任、组织行为授权、风险倾向与员工创新行为的关系可以为甄别影响员工创新行为的个体和环境因素提供理论指导,此外,也可为企业和直接领导如何增加员工创新行为提供借鉴。     

领导者对员工主动行为的心理与行为反应

员工主动行为因有利于个人和组织的长远发展而受到学界和业界的广泛关注。以往的研究主要关注主动行为对员工本人的人际内影响, 而较少考虑对领导者的人际间影响; 同时, 考虑到员工在领导过程中扮演的重要角色, 对员工的主动行为如何影响领导的心理与行为反应做理论性整理将极大丰富对员工主动行为的认识。学界基于归因理论、内隐追随理论、自我-他人评价一致性理论等对上述自下而上的影响过程进行了初步探索, 发现领导者对员工主动行为的态度评价和行为反应受到多重边界条件的影响。未来研究可具体化员工主动行为所诱发的领导者心理与行为反应, 探索员工主动行为与领导方式的循环关系, 以及深挖主动行为与绩效评价之间的内在机理。     

Getting What's New from Newcomers: Empowering Leadership,Creativity, and Adjustment in the Socialization Context

Researchers consistently argue that organizations need to generate creative ideas to ensure long‐term success and survival. One possible solution for increasing creativity is to inject “fresh blood” into the organization by hiring new employees. However, past work suggests there may be a number of impediments that stifle newcomer creativity and, further, that encouraging newcomer creativity may compromise other adjustment outcomes. Accordingly, the present research examines how empowering leaders, in conjunction with contextual and relational factors (i.e., organizational support for creativity and newcomers' trust in leaders), facilitate newcomer creativity. Study 1 indicates that empowering leadership positively predicts newcomer creativity and that this relationship is contingent on the organizational context. Study 2 reveals that a more specific and proximal contextual socialization factor–newcomers' trust in leaders–is a more potent moderator than organizational support for creativity. Further, these predictors operate through creative process engagement to influence creativity. Finally, results indicate positive links between empowering leadership and role clarity, attachment, and task performance, suggesting that empowering leadership may serve as an important, albeit overlooked, socialization tactic.     

Creative Climate: A Leadership Lever for Innovation

The working atmosphere within an organization has an important influence on its level of innovative productivity. Organizational leaders influence innovative productivity as well as the climate for creativity and innovation. This exploratory study included 140 respondents from 103 different organizations, 31 industries, and 10 countries, all of whom completed an online survey focused on examining the intervening nature of the climate for creativity and innovation. First, those who perceived more leadership support for innovation had significantly better creative climate scores. Second, those who perceived higher levels of innovative productivity also had better climate scores. Finally, organizational climate as an intervening variable between leadership behavior and innovation was confirmed through partial correlation and mediation analysis. The findings of this study support the pivotal role that creative climate plays between leadership behavior and innovative productivity.     

Fostering Employee Creativity through Transformational Leadership: Moderating Role of Creative Self-Efficacy

This study examined the moderating role of creative self-efficacy in predictions of employees’ creativity through transformational leadership. Data from a dyadic sample of 424 employees and their immediate supervisors were collected and analyzed. The results signify that transformational leaders promote creativity among their subordinates. Further, a significant moderating role of creative self-efficacy was found in the relationship between transformational leadership and employee creativity. The findings reveal that employees working under transformational leaders more likely to resort creative behavior when they perceive high creative-self-efficacy.     

Effect of ingroup membership on organizational meta-representation

The present study considers the importance of analyzing what very powerful or influential people think about their employees. We assumed that belonging to a specific category has a differential effect on the perception of others' thoughts in the organization ("meta-representation"). Therefore, experts in organization and human resources from diverse organizations and institutions assessed seven dimensions which structure the organizational image (context, structure, organizational processes, working climate, culture, satisfaction and efficacy). The results showed that belonging to a group (managers or leaders, academicians, consultants, technicians or employees' representatives) modulated the meta-representation, as the experts' opinion about what they think that the employees consider important was related to their group. This was specifically the case for the managers' and leaders' representations, which differed from the other groups and especially from that of the technicians and employees' representatives. The implications of the present findings are discussed.     

诚实的奖励:员工自我效能感、差错承认与绩效评估关系探究

犯错在组织中并不少见。但基于建立良好形象的动机,员工很少会主动承认差错。基于自我认知和信息加工理论,提出员工积极自我认知会促进差错承认,同时差错承认会向上级传递信号影响其对员工的绩效评估。通过对675名员工及其配对上级两阶段的调研,使用三明治分析方法,发现员工自我效能感正向影响差错承认;差错承认对上级评价员工任务绩效无显著影响,但会显著降低上级对员工反生产行为的评估,由此说明了差错承认的奖励。     

伦理型领导如何影响员工创造力:心理安全感与关系的作用

基于认知评价理论,以配对的328组员工为样本,探讨了伦理型领导与员工创造力的关系,及心理安全感、上下级关系在这一关系中的作用。结论:伦理型领导与员工心理安全感正相关;上下级关系与伦理型领导的交互作用强化了员工的心理安全感;心理安全感中介了伦理型领导对员工创造力的影响;上下级关系调节了心理安全感对伦理型领导与创造力关系间的中介作用。     

Transformational and transactional leaderships,empowerment climate,and innovation performance: A multilevel analysis in the Chinese context

Innovation through creativity is an important factor in the success and competitive advantage of organizations. Theory and research suggest that both leadership and organizational climate have important consequences for individual creativity. However, researchers have rarely considered the interactive effects of leadership and organizational climate. This study taking a “Substitute for Leadership” perspective, develops and tests the idea that empowerment climate affect the relationship between leadership and followers' creative performance. Data were collected from 93 teams, including 465 team members and 93 team supervisors, in a large multinational company based in China. Hierarchical linear modelling was used to examine the hypothesized cross-level model. As expected, transformational leadership and team empowerment climate were positively related to subordinates' creative performance and transactional leadership was negatively related to subordinates' creative performance. In addition, the relationship between leadership and subordinates' creative performance was moderated by team empowerment climate. The study resulted in the implication of several major variables for explaining individual creativity in the Chinese context.     

心理弹性如何影响员工创造力：心理安全感与创造力自我效能感的作用

摘 要 通过对350名知识型员工及其领导的配对问卷调查,探讨心理弹性对知识型员工创造力的作用机制。结果表明,心理弹性对心理安全感有显著的正向影响;心理安全感完全中介了心理弹性对创造力的影响;创造力自我效能感调节了心理安全感对创造力的正向作用;创造力自我效能感调节了心理安全感在心理弹性与创造力之间的中介作用。