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。     

情绪启动条件下三种反刍思维类型的注意偏向

目的:探讨积极型、消极型和低型反刍思维者对不同情绪刺激的注意偏向。方法:采用积极和消极反刍思维量表区分三种反刍思维类型的大学生,以情绪面孔(高兴,中性,悲伤)图片为实验材料,采用“空间线索任务”实验范式,探讨不同反刍思维类型个体注意偏向特点。结果:无启动条件下,三种类型都未产生注意偏向。积极情绪启动条件下,积极型和低型产生对积极刺激的注意警觉,消极型产生对消极刺激的注意警觉和注意解脱困难。消极启动条件下,三种类型都产生对积极刺激的注意警觉,且积极型的警觉水平高于低型和消极型。结论:积极和消极启动对三种反刍思维类型注意偏向的影响不完全符合情绪一致性效应。     

组织支持对工作压力的中介效应研究——基于知识型员工样本的实证分析

采用中介变量分析的一般范式,以知识型员工为研究样本,实证检验了组织支持在工作压力源与压力反应之间的中介效应。研究表明:组织支持在良性压力源(如任务要求、能力要求)与积极压力反应(如组织承诺、工作满意度、工作参与感)之间发挥显著的中介作用;在负性压力源(如人际冲突、组织结构问题、时间冲突)与积极和消极压力反应(如消极工作情绪)之间都发挥显著的缓冲作用。管理者在知识型员工压力管理过程中,应高度重视组织支持的中介缓冲作用。     

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。     

仁慈型领导研究述评

仁慈型领导是指领导者对部属表现出个别、全面而长久的关怀,是一种具有建设性、最受部属欢迎的领导行为.相关研究主要集中在仁慈型领导与领导-部属交换、变革型领导和伦理型领导等其他类型领导方式的异同及其在组织中的功效上.实证研究表明,仁慈型领导对下属的工作满意度、组织承诺和工作绩效等许多积极工作结果均存在显著的正向影响.未来研究应从仁慈型领导影响领导效能的中介和调节变量等研究内容以及使用追踪研究和多层次研究等研究设计两方面展开.     

高中到大学阶段学生的压力应对变化：一项追踪研究

本研究通过对178名高三学生为期一年的追踪访谈和调查,探讨了当前青少年从高中到大学生阶段所面临的压力源及应对方式的转变。结果显示：压力源存在五种类型,分别是学业压力、未来发展压力、家庭-经济压力、自我评价压力和人际关系压力。学业压力及未来发展压力不管是对高中生还是对大学生都是主要的压力来源。应对方式存在显著的性别差异。与高中阶段相比,大学阶段个体面临的人际关系压力、自我评价压力与家庭-经济压力更高,他们也更倾向于采取相对消极的应对方式。不同阶段压力与应对的关系存在差异。     

压力反应、压力应对与睡眠质量关系述评

压力反应是个体应对应激源作用时所产生的非特异性表现, 而压力应对是个体社会生活中一种综合的压力适应过程。压力反应及其应对是压力与睡眠质量之间的重要变量。生理、认知、情绪和行为等方面的压力反应与睡眠质量有直接的交互作用, 而认知调节、情绪调节、应对方式、社会支持和人格倾向等压力应对因素则能够改变压力与睡眠之间相互作用的强度、持续时间以及最终结果。     

压力应对与肿瘤的研究进展

压力是影响肿瘤发生、发展的心理因素之一.面对压力,人们可以产生积极的应对反应,也可以产生消极的应对反应.压力应对是个体面对外部环境挑战时作出的适应性反应.近期有关研究表明,压力通过神经系统启动瀑布式级联反应,神经内分泌介质修饰肿瘤微环境以及压力相关的心理因素触发一系列的信息处理通路,影响肿瘤的发生、发展和预后.理解压力应对在肿瘤演进中的作用和机制,有利于设计合理的干预措施治疗肿瘤.     

谦卑型和自恋型领导:跨文化组织管理的视角

谦卑型领导和自恋型领导的概念差异体现在在自我认识、对待他人态度、动机、情绪、行为方式等方面。并且,谦卑型领导和自恋型领导在管理员工、团队、组织方面分别存在优势和劣势,谦卑型领导和自恋型领导之间存在相互独立且共存的关系。基于跨文化管理的视角,研究显示谦卑型领导和自恋型领导存在潜在的文化差异,且具有不同的形成基础,并在内隐领导理论上存在差异,最后,二者均是文化适应性的结果。未来研究可关注谦卑型领导和自恋型领导内涵的文化特异性、前因变量、研究方法、文化动态建构和文化认同强度等问题。     

幼儿家长教育方式的类型及其行为特点

本研究采用自编的家长教育方式量表,选取有效被试849名,以母亲为代表集中探讨了幼儿家长的教育方式类型和行为特点.研究表明,2-6岁幼儿的家长,其教育方式也有明确的分化,可归为积极型、严厉型、成就压力型、溺爱型和极端型等5种类型.除积极型外,其它四种类型的家长在教养孩子的过程中都有所偏颇,从总体比例来看,这四类家长约占60.19%,说明相当数量的家长在教育方式上存在一些不良倾向.此外,在文章的讨论部分,还就教育方式研究的方法进行了一些探讨.     

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。     

Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations

Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice 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.     

变革型领导与交易型领导的权变分析

变革型领导与交易型领导是当前领导研究的热点。一般认为,变革型领导是比交易型领导更为有效的领导方式。然而从权变的观点出发,变革型领导与交易型领导的有效性还要受到情境因素、被领导者因素的影响。该文分析了替代领导、领导与下属的关系以及组织文化对变革型领导和交易型领导与领导效能关系的调节作用,并讨论了今后的领导行为研究中应该注意的问题。     

领导风格与敬业度关系的元分析

采用元分析方法探讨领导风格与敬业度的关系。经筛选, 共有148篇文献162个独立样本符合元分析标准(N = 84836)。元分析结果发现, 授权型领导、伦理型领导、变革型领导、领导-成员交换、真实型领导、交易型领导、服务型领导以及家长式领导与敬业度之间均呈显著的正相关关系, 且对敬业度的解释力递减; 不同的敬业度量表对领导-成员交换、真实型领导与敬业度之间的关系有显著的调节作用, UWES为中等正相关, 其他量表为高等正相关; 不同的研究设计对伦理型领导与敬业度的关系调节作用显著, 横截面研究设计测得的相关程度比纵向研究高; 文化背景能够显著调节变革型领导、领导-成员交换、真实型领导、伦理型领导、服务型领导以及交易型领导与敬业度之间的关系, 除服务型领导外, 东方文化背景下的相关系数均比西方文化背景下高。     

新瓶旧酒或推陈出新：包容性领导是一种独立的领导类型吗？

包容性领导是解决当前职场中员工多样性问题的一种新型领导类型。由于领导类型众多且存在交叉重叠现象,包容性领导是否是一种独立的领导类型值得检验。176份纵向调查数据分析结果表明：与变革型领导、交易型领导和家长式领导相比,包容性领导具有独立的概念结构,在对领导成员交换和工作满意度的预测上具有显著的增进效应和优势效应。     

Transformational,transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men

A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female leaders were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness.     

Motivated or Demotivated to Be Creative: The Role of Self‐Regulatory Focus in Transformational and Transactional Leadership Processes

Numerous studies have recognised the importance of transformational leadership style for encouraging employees’ creativity. Self‐regulation studies have highlighted the influence of a promotion focus on employees’ creative behaviours. Yet both leadership and self‐regulation theories have paid less attention to the role transactional leadership style and situational prevention regulatory focus may play in affecting employees’ creativity. In this article we present a theoretical model which examines transformational and transactional leadership styles and both promotion and prevention situational self‐regulatory focus (SRF). The model suggests that while transformational leadership promotes creativity, at least partially by enhancing follower's situational promotion SRF, transactional leadership style (transactional active) is aligned with followers’ prevention situational SRF, which is associated with leaders’ hindering of followers’ creativity. Findings from two studies, an experimental study (N = 189) and a field study (N = 343 employees and 75 managers), support this model, showing that the relationship between different types of leadership and creativity are more complex than previously regarded. The theoretical and practical implications are discussed.     

A focus on commitment: the roles of transformational and transactional leadership and self-regulatory focus in fostering organizational and safety commitment

The concept of employees’ commitment is one of the most challenging concepts in the management, organizational behaviour and human resource management literatures and research. The current study focuses on the construct of commitment as an emotional attitude, and expands the concept of general organizational commitment to a new more specific form of commitment, commitment to safety. Furthermore, commitment theorists commonly identify leadership as an important contributing factor to the development of organizational commitment. We aim to explain an underlying motivational mechanism, self-regulatory foci, through which leadership styles foster followers’ commitment. Results of three studies that used different methods (field and experimental), within different samples, demonstrated that transformational leadership was positively associated with followers’ promotion focus, which in turn was positively associated with both followers’ general and affective commitment to safety. Prevention focus mediated the positive relationship between a transactional active leadership style and both followers’ general and continuance commitment to safety. The implications of the findings for theory and practice are further discussed.     

When the going gets tough: Schools in challenging circumstances and the effectiveness of principals' leadership styles

The principal's leadership style is one of the most common ways of conceptualizing school leadership behaviours. We lack understanding, however, of how the effectiveness of school leadership styles varies across degrees of challenging circumstances. Data obtained from a quantitative survey of primary school teachers in Israel (N = 570) and from the Ministry of Education database were used to account for principals' leadership styles and their effectiveness in schools facing more challenging circumstances (N = 15) and in those facing less challenging circumstances (N = 46). Differences were found in the relations between principals' transactional behaviours on one hand and the teaching dimension of school culture and principals' perceived effectiveness on the other, as a function of challenging school circumstances. The study also found a difference in the relations of principals' transformational behaviours and the safety dimension of school culture, by level of challenging school circumstances. The data also revealed that in schools facing less challenging circumstances, principals' passive behaviours were related to students' achievements and principals' perceived effectiveness, but not in schools facing more challenging circumstances. The findings and their implications are discussed.