领导-部属交换（LMX）的回顾与展望

领导-部属交换理论从领导和部属的对偶关系中考察领导行为及其对下属的绩效、组织承诺等结果变量的影响。文章回顾了领导-部属交换的文献,对于它的概念、理论基础、结构、测量工具等进行了综合介绍,对不同测量工具的各自的特点以及它们之间的关系做了分析,接着总结了影响领导-部属关系的影响因素和结果变量以及与变革型领导的关系,最后提出未来研究应该加强从领导部属交换的发展阶段以及从部属或领导的角度来分析领导-部属交换理论     

辱虐管理的应对：基于人际拒绝的多动力模型分析

随着辱虐管理产生破坏性影响的作用机制不断得到丰富和完善, 受辱虐下属选择特定应对方式的原因以及有效性成为未来辱虐管理的研究方向。基于人际拒绝的多动力模型, 梳理了在不同质量LMX的关系情境中受辱虐下属的应对方式, 并提出特定应对方式可能引起辱虐管理的恶性循环的假设模型。建议未来研究通过丰富下属的应对行为变量、增加人格和环境的调节机制以完善受辱虐下属的应对模型, 并以此为基础探究辱虐管理的消极互动机制, 为打破辱虐管理恶性循环提供理论支持。     

伴侣低头行为的影响及其心理机制

低头行为指的是线下社会互动时个体因使用手机而冷落社交对象的行为。目前关于低头行为研究最多的是伴侣低头行为。文章在剖析伴侣低头行为内涵之外,分析了伴侣低头行为带来的影响,并从期望违背理论、社会交换理论和相互依赖理论三个视角阐释伴侣低头行为发生的理论机制。总体上,基于现有研究我们认为未来可以从深化作用机制和探索跨关系研究（亲密关系—亲子关系）两个方面进行伴侣低头行为对亲密关系的研究。     

Trust Development: Testing a New Model in Undergraduate Roommate Relationships

Interpersonal trust is a vital component of social relationships. In this study the roles of parental attachment, perceived similarity of trustee to self, and social exchange processes in trust development were investigated longitudinally with randomly assigned, same-sex undergraduate roommates during emerging adulthood. A total of 214 first-year students completed weekly self-report measures during the first 5 weeks of the fall semester. Perceived similarity measured the second week and social exchange with roommates across the 5 weeks predicted participants’ trust in their roommate, with social exchange mediating the relation between perceived similarity and trust. Results highlight interrelations of social exchange and trust in established relationships.     

Survey Feedback as a Tool for Changing Managerial Culture: Focusing on Users' Interpretations - A Case Study

This article presents a case study in a savings bank in which a change of managerial culture is conducted over several years. A survey feedback was carried out where special attention was paid to subordinates' perceptions on managerial behaviours of the immediate manager. This intervention intended to stimulate and facilitate changes of managers' values, competences, and practices by means of providing them with relevant feedback from subordinates and by developing a team-centred process of climate analysis and change. However, perceptions and interpretations developed by managers and their subordinates about the actions undertaken emphasized political processes and power games, which caused emotional reactions such as fear, suspiciousness, and discomfort. In light of this situation, the aims, meaning, and process of the intervention, as understood and interpreted by the participants, were taken as the focus of a subsequent target of analysis and intervention. Information obtained on participants' views and the process of their deconstruction are presented. Some suggestions are made to improve professional practice, and research questions are raised that should be incorporated into the research agenda in the near future.     

Revisiting the mediating role of leader–member exchange in transformational leadership: the differential impact model

Transformational leadership (TFL) has been proposed as an essential antecedent of leader–member exchange (LMX), which in turn affects outcomes in organizations. We extend this mediation hypothesis in two ways by proposing a differential impact model, which we test on three organizational outcomes: employee job satisfaction, employee organizational commitment, and leader effectiveness. First, we extend LMX’s mediational impact—which has previously only been tested for employee outcomes—to leader effectiveness. Second, we argue that this mediation will be stronger for outcomes that are more proximal rather than distal to dyadic relations between leader and followers (high proximity: job satisfaction; medium proximity: organizational commitment; low proximity: leader effectiveness). Meta-analytic structural equation modelling based on 132 studies revealed that LMX mediates TFL’s relationships with employee outcomes (more strongly for job satisfaction than for commitment), but not with leader effectiveness, whereas TFL showed a stronger direct link to leader effectiveness. The findings suggest that TLF and LMX contribute differentially to organizational outcomes depending on their proximity to dyadic relations between leaders and followers. The differential impact model uncovers leadership effectiveness processes, integrates influential leadership theories, and highlights the importance of distinguishing between different outcome measures and the processes facilitating them.     

Workplace ethics culture and work engagement: The mediating effect of ethical leadership in a developing world context

This study examined the mediating effect of ethical leadership on the relationship between workplace ethics culture and work engagement among employees in a railway transport organisation in the Democratic Republic of the Congo (DRC). The sample consisted of permanently employed staff in a railway organisation in the DRC (n = 839; females = 32%). The employees were required to complete the Ethical Leadership Scale (ELS), the Ethical Corporate Virtue model (ECV) and the Utrecht Work Engagement Scale (UWES). Mediating regression analyses were conducted to predict work engagement from workplace ethics culture, partialling out ethical leadership. The results show that workplace ethics culture had a significantly positive effect on work engagement. The results further indicated that workplace ethics culture, through the mediation of perceived ethical leadership, had a significantly positive effect on the work engagement dimensions of vigour, dedication and absorption. The findings provide evidence that ethical leadership plays a crucial role in shaping workplace ethics culture and employees’ level of work engagement in an emerging country work setting.     

Work engagement and voluntary absence: The moderating role of job resources

The present study examined the moderating role of job resources, namely, organizational trust, the quality of employees’ relationship with their manager, and the motivating potential of jobs, on the negative relationship between work engagement and voluntary absence. Employee survey results and absence records collected from the Human Resources department of a construction and consultancy organization in the United Kingdom (n = 325) showed that work engagement was negatively related to voluntary absence, as measured by the Bradford Factor. Furthermore, the results showed that organizational trust and the quality of employees’ relationships with their line managers ameliorated the negative effect of relatively low levels of engagement on voluntary absence. Theoretical and practical implications of the findings are discussed.     

组织内信任对员工建言行为的影响研究

知识经济对创新的追逐对组织员工的自主性及创造性提出了更高的要求。在学术界,包括进谏行为在内的员工角色外行为研究近来备受关注。进谏行为是不囿于身份的,以改善为目的,以变化为导向的言语行为。以社会交换理论为基础,通过对苏南地区379名企业员工的问卷调查,研究探索了组织内信任对进谏行为的影响。结果发现,对同事信任、直接上级信任和组织信任均能促进员工进谏,且对直接上级信任部分地通过对组织信任影响员工进谏。研究还发现,员工进谏行为与其自评的任务绩效存在正相关。