工作场所领导愤怒的有效性及其作用机制

领导愤怒(leader anger)作为最常见、最易被感受到的工作场所负面情绪之一, 对于改善工作关系、行为和绩效具有显著影响。然而, 已有文献关于领导愤怒阻碍还是促进领导有效性的观点存在许多争议, 对于领导愤怒为什么以及何种条件下影响领导有效性的问题尚不明确。在回顾工作场所领导愤怒概念起源和内涵特点的基础上, 从消极效应和积极效应双刃视角厘清了工作场所领导愤怒的有效性, 基于情绪即社会信息理论阐释了工作场所领导愤怒有效性的双路径中介机制, 并从个体/团队/组织三层面分析了领导愤怒有效性的边界条件。未来研究应从工作场所领导愤怒的概念和结构测量、事件前因和后果、中介机制、情境因素、研究方法和研究层面等方面进一步拓展。     

A Peaceful Clash: The U.S. And China: Which Model Holds Out Promise For The Future?

This article analyzes some prospects for the economic and political development of the United States and China. The first part of the article is devoted to the consideration of strengths and weaknesses of the U.S. model and of the Chinese one. The second part of the article considers the most probable scenarios of the future struggle for world leadership. The first scenario suggests that China will continue developing at a faster rate in the several coming decades and will be gradually catching up with the United States in terms of Gross Domestic Product (GDP) production. However, after several crises in 2008–2020 the United States will likely regain a number of advantages over China as a result of assimilation of the newest technologies. The second scenario suggests that the United States will come across a whole range of internal social and political problems related to internal political splits. In this case, the United States will have to share its global leadership with China. The article attempts to answer the following questions: What scenario is more probable? Will the old world order change? What are the main conclusions for the European Union and for Russia?     

Employee voice at work: the role of employees’ gender,self-efficacy beliefs,and leadership

ABSTRACT

Building on social role theory, we investigated the association between gender and employee voice (employees’ speaking up in a challenging but constructive way about work-related issues) in a typically male-dominated sector. In two field studies in the logistics context, we tested how and when gender is related to employee voice. In Study 1 (N = 132), we examined whether the gender-voice association is mediated by general self-efficacy beliefs. In Study 2 (N = 99), we replicated the indirect effect of gender on employee voice via general self-efficacy beliefs and investigated whether this indirect effect is contingent on supportive leadership. Using path analytical procedures, we found a significant indirect effect moderated by supportive leadership: At low and medium levels of supportive leadership, women reported less self-efficacy than men, which in turn resulted in less voice. At high levels of supportive leadership, the indirect effect was nonsignificant. Our studies contribute to research on the mechanisms and boundary conditions of gender’s influence in the employee voice process and have practical implications for leaders in male-dominated working contexts who want to encourage their female employees to speak up about work-related issues.     

Changes in the Frequency of Coworker Incivility: Roles of Work Hours,Workplace Sex Ratio,Supervisor Leadership Style,and Incivility

Previous research has identified individual characteristics that affect experiences of coworker incivility. However, much less is known about environmental characteristics that affect these experiences. Drawing on the social learning theory and the frustration–aggression hypothesis, this study examined the effects of supervisor incivility and work hours on coworker incivility. Data collected from 692 full-time employees showed that changes in the frequency of supervisor incivility positively predicted changes in the frequency of coworker incivility over the next 6-month period. This relationship tended to be stronger for employees who had a supervisor lower rather than higher in the levels of autocratic leadership style. Furthermore, changes in work hours positively predicted changes in coworker incivility. The workplace sex ratio was not an important factor that differentiated experiences of coworker incivility for either men or women. The results of this study highlight the importance of attending to the environmental characteristics of the workplace to understand the occurrence of coworker incivility.     

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.     

Perceived cadre behavior,basic psychological need satisfaction,and motivation of US Army ROTC cadets: A self-determination theory perspective

ABSTRACT

Since its inception in 1916 the Reserve Officers’ Training Corps (ROTC) has trained and commissioned more than half a million individuals and, therefore, produced more officers for the United States (US) Army than any other commissioning source (US Army, 2020a US Army . (2020a). Army ROTC. Retrieved from https://www.goarmy.com/rotc/legacy-and-value.html  [Google Scholar]). However, there have been high attrition rates among cadets. While the reasons for people’s engagement in the military are complex and include a multitude of tangible and intangible factors, motivation has been found to be a vital contributor to individuals’ ongoing service in the armed forces. Accordingly, utilizing the framework of self-determination theory, the current research was designed to: (a) examine the validity and reliability of existing instruments in measuring cadets’ perceived cadre behavior, basic psychological need satisfaction, and motivation, (b) assess cadets’ perceived cadre behavior, basic psychological need satisfaction, and motivation, and (c) explore potential differences in cadets’ perceived cadre behavior, basic psychological need satisfaction, and motivation based on their class in the program, age, gender, and race. A total of 728 US Army ROTC cadets participated in this survey-based study. Overall, individuals reported relatively high levels of involvement from their cadre, need fulfillment, and self-determined motivation. In contrast, they perceived limited autonomy support from their cadre. In sum, further research appears warranted to gain an in-depth understanding of cadets’ motivation.     

“Walking the talk”: the role of frontline supervisors in preventing workplace accidents

ABSTRACT

Most existing safety research focuses on climate and leadership, with most leadership studies investigating transformational leadership, which is likely to be more impactful when exhibited by executives that by frontline supervisors. Therefore, focusing on frontline supervisors, we investigate how leaders who “walk the talk”, by directly modelling safety behaviours, might encourage subordinates to behave more safely. Using a three-level sample consisting of 579 employees and their supervisors working in 161 groups within 53 organizations, we test a multisource multilevel indirect effects model. Results indicate that safety climate and supervisors modelling safety compliance explain unique variance in safety outcomes. We then addressed an unanswered question concerning whether safety climate is best conceptualized as a group or organizational-level phenomenon, finding that the group-level assessment of safety climate explained more variance in safety outcomes than the organizational-level assessment of safety climate. Both sets of results are consistent with social information processing theory and social learning theory, which highlight the immediate social environment’s influence on employees’ behaviour.     

Job crafting mediates how empowering leadership and employees’ core self-evaluations predict favourable and unfavourable outcomes

ABSTRACT

Based on job crafting theory and workplace resources theories, the present study develops a model of both antecedents and consequences of job crafting. We hypothesized subordinates’ perceptions of empowering leadership and core self-evaluations influence employee job crafting behaviours, which subsequently influence four outcomes: improving three employee well-being outcomes, (a) work-family enrichment, (b) flourishing, and (c) life satisfaction; and simultaneously reducing the organizational outcome of (d) deviant behaviours. Three-waves of data over nine months were collected from U.S. full-time employees (n = 276). Results showed empowering leadership and core self-evaluations positively related to expansive/approach forms of job crafting behaviours, which in turn related to the three different well-being outcomes. However, job crafting did not affect employee deviant behaviour. Instead, empowering leadership and core self-evaluations directly predicted less deviant behaviour. With the imputed data, we also found job crafting had a significant but weak relationship with deviant behaviour. These findings provide an integrated understanding of how and why employees engage in job crafting, and the important influence that job crafting has on employees’ subjective well-being. The present study advances leadership and job crafting theories, providing practical recommendations for promoting employee well-being and decreasing undesirable behaviours in the form of workplace deviance.