基于作答时间数据的改变点分析在检测加速作答中的探索——已知和未知项目参数

相对于传统的离散作答数据, 作答时间作为连续数据, 可以提供更多信息。改变点分析(change point analysis)技术在心理和教育领域是一个比较新的技术。本文一方面对改变点分析在心理测量领域的应用进行了一个综合的总结和分析; 另一方面, 将基于作答数据的两种改变点分析统计量推广到作答时间数据, 将改变点分析技术应用到测验异常作答模式：加速作答speededness的检测上。采用两种检验方法：似然比检验和Wald检验, 分别在已知和未知项目参数的条件下, 实现异常作答模式的检测。结果表明, 所采用的方法对于加速作答行为的检测具有很高的检验力, 同时能够很好的控制I类错误率。实证数据分析进一步表明本文中所使用的方法具有应用价值。     

Why male adolescent bicyclists perform risky stunts? A qualitative study

Stunts are one of the main reasons for traffic accidents, particularly among male adolescent bicyclists (ABs). Nonetheless, there are limited data about the theoretical framework of its contributing factors. Moreover, the theoretical frameworks explaining the factors contributing to other risky behaviors have not been used in the area of risky bicycle stunts. The aim of this qualitative study was to explore the factors contributing to risky stunts among male ABs in Iran. This qualitative study was conducted from September 2019 to December 2020 using conventional content analysis. Participants were 29 male ABs purposively selected from Isfahan, Iran. Data were collected through eighteen interviews with sixteen ABs and three focus group discussions with thirteen ABs. Data analysis was conducted concurrently with data collection through conventional qualitative content analysis. The mean of participants’ age was 16.4 ± 1.1 years. Factors contributing to their engagement in risky stunts were grouped into three main themes, namely predisposing personal factors (such as risk underestimation, perceived superiority, sensation seeking, emotional condition, and previous stunt-related experiences), reinforcing social factors (such as supportive social norms and weaknesses of traffic regulations), and environmental conditions (such as time conditions and structural factors). This study provides a new classification of the facilitators to risky stunts among male ABs and reveals new facilitators to these stunts, namely perceived superiority and police non-deterrent reactions to stunts. Therefore, programs on the improvement of safe bicycling should focus not only on perceptual and emotional factors and correction of false perceived superiority through education, but also on social norms and beliefs, regulations, and environmental factors.     

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。     

教师教学自主权与教师领导力的关系：心理授权和教学自主性的中介作用

教师领导力是指教师在课堂内外带领同事提升专业技能,与其他教师和校长合作处理学校事务的一种专业特质。为探究教师教学自主权与教师领导力的关系,以及教师心理授权和教学自主性的中介作用,从而寻求提升教师领导力的路径,研究选取403名中小学教师进行问卷调查。结果发现：（1）教学自主权与教师领导力呈显著正相关,且前者对后者有显著直接效应;（2）教师心理授权和教学自主性分别在教学自主权与教师领导力间发挥部分中介作用;（3）教师心理授权和教学自主性在教学自主权对教师领导力间发挥部分链式中介作用,即教学自主权的提高会促进教师心理授权和教学自主性的提升,进而促进教师领导力的发展。     

Preterm infants’ orally directed behaviors and behavioral state responses to the integrated H-HOPE intervention

Preterm infants are challenged by immature infant behavioral organization which may negatively influence their ability to oral feed. The purpose of this study was to determine whether the integrated H-HOPE (Hospital to Home: Optimizing the Infant's Environment) intervention would improve infant behavioral organization by increasing the frequency of orally directed behaviors and the proportion of time spent in an alert behavioral state when offered prior to oral feeding. Mother–infant dyads (n = 198) were randomly assigned to the H-HOPE intervention or the Attention Control groups. Infants were born at 29–34 weeks gestation and were clinically stable. Mothers had at least two social environmental risk factors such as minority status or less than high school education. H-HOPE is an integrated intervention that included (1) twice-daily infant directed stimulation using the ATVV intervention (auditory, tactile, visual, and vestibular stimuli) and (2) maternal participatory guidance sessions by a nurse-community advocate team. Orally directed behaviors and behavioral states were assessed weekly prior to feeding during hospitalization when infants were able to feed orally. There were no differences between the groups at baseline (Day 0, prior to the initiation of the integrated H-HOPE intervention). We observed a pattern of increased frequency of orally directed behaviors in the H-HOPE intervention group when compared to the Attention Control group, however, the proportion of time spent in an alert behavioral state remained stable in both groups over the course of the study. On Day 7, the H-HOPE intervention group exhibited a significantly higher mean frequency of orally directed behaviors than the Attention Control group (12.6 vs. 7.1 pre-intervention, 51.8 vs. 33.2 during intervention, 4.3 vs. 3.2 immediately after intervention, and 8.9 vs. 5.3 immediately prior to feeding). On Day 7, the H-HOPE intervention group exhibited a significantly higher proportion of time spent in an alert behavioral state only during intervention (0.26 vs. 0.11) and immediately after intervention (0.28 vs. 0.06). These findings are suggestive that the integrated H-HOPE intervention facilitated infant behavioral organization for clinically stable infants born between 29 and 34 weeks gestation. The orally directed behaviors appear to be an important indicator of the infant's preparation for feeding, and when used in conjunction with assessment of behavioral states, are especially valuable to the clinician. Use of this combined assessment approach in practice would strengthen clinician assessment for initiation of (beginning the first oral feeding) and daily preparation for oral feeding in preterm infants.     

Manager–salesperson congruence in customer orientation and job outcomes: The bright and dark sides of leadership in aligning values

To create customer-oriented organizations, managers are often asked to promote a values-based vision. Yet, many managers struggle with transferring their values to employees making strategic value changes difficult. Despite this challenge, research has yet to demonstrate how managers effectively align values within the sales force, or the impact alignment has on job outcomes. Therefore, we develop and empirically test a conceptual framework to examine the role of transformational leadership in aligning salesperson customer orientation (CO) values. We find that transformational leadership is a strong mechanism in creating perceived value congruence, yet may have a surprising dark side. Results suggest that transformational managers achieve congruence by raising or, contrary to conventional wisdom, lowering salesperson CO values to meet the perceived values of the manager. Response surface modelling results support the importance of perceived manager values. Customer-oriented salespeople have higher job satisfaction and sales performance when they perceive their manager to also have high CO. When values are misaligned, job satisfaction increases more for low CO salespeople as perceptions of manager CO increase. Exploratory findings show that performance was higher under situations of perfect alignment but also under severe misalignment suggesting that values generate performance under complementary or supplementary conditions.     

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。     

创新氛围、创新效能感与团队创新：团队领导的调节作用

在团队层次探讨创新氛围、创新效能感以及团队领导对团队创新绩效的影响。对51个工作团队的研究结果表明, 团队创新氛围与团队创新绩效有显著的正向关系, 而团队创新效能感在这一关系中起到中介作用。同时, 引领创新的团队领导调节了创新效能感与团队创新绩效之间的关系, 团队领导越倾向于引领创新, 创新效能感与创新绩效之间的关系就越强, 经由创新效能感传导的创新氛围对创新绩效的效应也就越大。研究结果深刻揭示了创新氛围、创新效能感、创新领导和团队创新之间的关系。     

Bouncing Back from Setbacks: On the Mediating Role of Team Resilience in the Relationship Between Transformational Leadership and Team Effectiveness

The purpose of this study was to clarify the role of team resilience on different facets of effectiveness (team viability and quality of the group experience). Moreover, given the importance of team resilience for the organizational context, it was also our aim to contribute to the study of the conditions that promote team resilience, analyzing the role of transformational leadership. Finally, we examined whether the relationship between transformational leadership and team resilience stimulates positive team outcomes. Ninety teams (445 employees from 40 companies) were surveyed and path analysis was used in the test of the hypotheses. The results showed a positive direct effect of team resilience on both team viability and the quality of the group experience. Moreover, a positive relationship was also identified between transformational leadership and team resilience. Finally, support was found for the mediated effect of team resilience on the relationship between transformational leadership and the dimensions of team effectiveness considered. The findings of this study highlight the role of team resilience as an intervening process between transformational leadership and team effectiveness. Supervisors should promote team resilience, adopting transformational leadership behaviors, in order to contribute to increase team viability and the quality of the group experience.     

Combined effects of workplace bullying and perceived organizational support on employee behaviors: does resource availability help?

Background and Objective: This research examines the detrimental effects of workplace bullying as a social stressor on employees’ job performance, organizational retaliatory behaviors, and organizational citizenship behaviors and how the availability of support can reduce the negative impact of bullying. Using social exchange theory and the conservation of resources theory as theoretical frameworks, we propose that workplace bullying drains personal resources, leading to reduced job performance, low citizenship behaviors, and increased organizational retaliatory behaviors. We also propose that perceived organizational support acts as moderator, such that it reduces the detrimental effects of bullying on employee behaviors.

Research Design and Methods: We tested our hypotheses in two field studies (N?=?478 and N?=?395) conducted in Pakistan.

Results: The results of both studies supported the assertion that workplace bullying exacerbates employees’ job performance, reduces organizational citizenship behaviors and intensifies organizational retaliatory behaviors. The idea that perceived organizational support would moderate the bullying-work behavior relationships found mixed support. While perceptions of organizational support reinforced the bullying-job performance and bullying-retaliatory behaviors relationships, it did not moderate the bullying-citizenship behaviors relationship in the suggested direction.

Conclusion: The findings show that workplace bullying leads to more organizational citizenship behaviors when employee’s perceptions of organizational support is high.