Organizational citizenship behaviour and employee's strain: Examining the buffering effects of leader support and participation in decision making

Investing in citizenship behaviours could entail personal costs for the employee. Specifically, we argue that OCB contributes to employee's strain above and beyond the impact of role conflict, role ambiguity, and role overload. To study the buffering role of leader support and participation in decision making (PDM) on this relationship, we collected data from 457 employees at various organizations at different time points from multisources. The results supported our hypotheses: Higher levels of OCB were related to higher levels of employee's strain, above and beyond the impact of role overload, role ambiguity, and role conflict; and the relationship between OCB and strain was weaker for those enjoying a high degree of leader support or PDM.     

Heroic or hubristic? A componential approach to the relationship between perceived transformational leadership and leader–member exchanges

Using an interpersonal approach to self-perceptions, we broke down leaders’ self-perceptions of their transformational leadership behaviour into three components: a target effect (i.e., how leaders are perceived by followers), a perceiver effect (i.e., how leaders perceive followers), and a self-enhancement effect (i.e., idiosyncratic positivity bias in how leaders perceive themselves), and then examined the relationships between these components and the quality of exchanges between leaders and followers (LMX). In a survey study among 60 leaders with 286 followers, we found the target effect in leaders’ self-perceptions of their transformational leadership to be positively related to the quality of LMX, whereas the perceiver effect and self-enhancement effects were negatively associated with LMX. Follower extraversion intensified the positive role of the target effect and the negative role of the self-enhancement effect in the leader–follower exchanges.     

Follower need for cognitive closure as moderator of the effectiveness of leader procedural fairness

Leader procedural fairness is an important factor in leadership effectiveness, but the study of the contingencies of its influence is still in its infancy. Addressing this issue we focus on the moderating role of follower need for cognitive closure, the disposition to reduce uncertainty and swiftly reach closure in judgement and decision. We propose that need for closure captures followers sensitivity to the uncertainty-reducing influence of leader procedural fairness. Across three studies designed to yield complementary evidence (two surveys and a scenario experiment), we find support for the hypothesis that perceived leader procedural fairness has a stronger (positive) relationship with leadership effectiveness for followers higher in need for closure. This support is found across a variety of indicators reflecting different aspects of leadership effectiveness: effort and performance, social identification, job satisfaction, and leader evaluations. We discuss how these findings advance our understanding of the uncertainty-reducing role of leader fairness.     

Leader endorsement in social dilemmas: Comparing the instrumental and relational perspectives

This chapter examines the role of leadership in overcoming social dilemmas within groups. First, based on prior theorising and research we present two alternative perspectives on leader endorsement in social dilemmas, an instrumental and a relational perspective. Next, we systematically compare these perspectives in a series of experiments investigating leadership in social dilemmas created within small groups in the laboratory. The results of our studies suggest that when their personal identity is salient, group members more strongly endorse leaders who are perceived to be instrumental in solving the freerider problem. In contrast, when a social identity is salient, members more strongly endorse leaders who fulfil their relational needs. Based on these findings we propose a differential needs model of leader endorsement in social dilemmas.     

Who emerges as a leader? Meta-analyses of individual differences as predictors of leadership emergence

For more than sixty years, the leaderless group discussion (LGD) has been commonly used to assess leadership emergence and potential. This research focuses on individual differences as predictors of leader emergence in LGDs. Meta-analytic methods allowed us to combine and compare results from 45 studies, producing 196 effect sizes, and make statistically guided decisions about the strength of relationships between individual difference and personality variables and leadership emergence in LGDs. Consistent with more general research on leader emergence and effectiveness, we found a number of individual differences predictive of leader emergence in LGDs, most notably extraversion and authoritarian personality. This research augments previous meta-analytic research on personality and leadership with a focus specifically on the leaderless group discussion.     

领导幽默风格对团队内部学习的影响

采用幽默风格量表（HSQ）、领导成员交换量表（LMX-16）和团队内部学习问卷,以325名事业单位员工为调查对象,研究了领导幽默风格和团队内部学习、领导成员交换的关系。结果发现：（1）亲和型领导幽默和自强型领导幽默正向影响团队内部学习,嘲讽型领导幽默和自贬型领导幽默负向影响团队内部学习。（2）亲和型领导幽默和嘲讽型领导幽默对团队内部学习的影响完全通过领导成员交换起作用,自强型领导幽默对团队内部学习的影响部分通过领导成员交换起作用。（3）自强型领导幽默与嘲讽型领导幽默通过领导成员交换对团队内部学习的影响都大于亲和型领导幽默;自强型领导幽默对团队内部学习的直接效应大于自贬型领导幽默。     

“License to Fail”: Goal definition,leader group prototypicality,and perceptions of leadership effectiveness after leader failure

Leaders who fail to achieve group or organizational goals risk losing follower endorsement. We propose a model in which leader characteristics (leader group prototypicality—the leader’s representativeness of group identity) and goal definition (a maximal goal that ideally would be reached vs. a minimal goal that ought to be reached) interact to affect leadership perceptions after failure. Group prototypical (vs. non-prototypical) leaders are proposed to receive more trust in leadership and, therefore, to be evaluated as more effective by their followers after failing to achieve a maximal goal, but not after failing to achieve a minimal goal. This model was supported in a series of four studies including experimental, field, and scenario paradigms. In addition, we showed that this model holds only after failure and not after success, and more for followers who identify strongly (vs. weakly) with their group.     

成功的高层领导者的形象(英文)

本研究是在一家名列全美百家成功企业公司中进行 ,通过对该公司高层领导者的管理行为的分析 ,指出了成功的领导者在如下四个方面所具有的特点 :一、在思维活动方面 :成功的高层领导者知识面广泛 ,抽象分析能力也很强 ;视野开阔 ,能够灵活地考虑各方面的问题 ;勇于面对不明确的情景 ;具有高度的直觉洞察力。二、进取精神方面 :成功的高层领导者责任感强 ,工作不受他人的影响 ;执着精神强但不刻板 ;言语能力和人际交往能力强 ,善于处理各种不同意见 ,甚至是敌意的观点 ;工作富有开拓性和主动性 ,善于把握各种机会 ;工作中精力旺盛 ,充满活力。三、关心员工的感情方面 :成功的高层领导者时刻关心他人 ,热心助人 ;体恤民情 ,富有同情心 ;勇于面对失败和挫折 ,他们的工作目标是成功而不是获取个人权力 ;乐于奉献 ,助人为乐 ;一心为企业 ,而不是刻意经营个人的势力 ;工作中既有高度的民主精神 ,又有丰富的个人见解。四、自我形象 :成功的高层领导者工作灵活性好 ,思想开放 ;善于处理应急事件 ,有很好的生活与时间的自我管理能力 ;工作目标明确 ,计划性强 ;良好的幽默感 ;有一个客观而现实的自我认识 ,言行一致 ,不夸夸其谈。     

Facing an incompetent leader: The effects of a nonexpert leader on subordinates' perception and behaviour

We investigated the effects of a leader's task-incompetence on how subordinates perceive and interact with their leader. In Study 1, 80 participants in a subordinate role interacted via e-mail and in Study 2, 80 participants interacted face-to-face with either a competent or an incompetent leader on a problem-solving task. Participants' dominance behaviour, how much they resisted the leader's influence, their perception of the leader, and their task involvement were assessed. As predicted, subordinates perceived the leader's incompetence as a lack of power and compensated for it by taking on a more powerful position themselves (i.e., more dominance behaviour, more resistance to the leader's influencing attempts). In sum, having a task-incompetent leader affects not only the subordinates' perception of the leader but also how the subordinate interacts with the leader.     

团体心理咨询与治疗师胜任特征初探

为了探索团体心理咨询与治疗师的胜任力模型,本研究用行为事件访谈法对13位团体心理咨询与治疗师进行访谈,分析文献提取并整理成编码词表,并对访谈数据进行编码,统计各词条在访谈资料里的出现频次并排序。最终提炼出了团体心理咨询与治疗师的基准性胜任特征和鉴别性胜任特征,并整理得到了团体心理咨询与治疗师的胜任特征模型。研究表明,基准性胜任特征的存在表明团体心理咨询与治疗师具有共同的胜任特征,如专业知识、变化觉察、把握环境、判断力等;鉴别性胜任特征则反映了不同水平的团体心理咨询与治疗师在胜任特征上的差异,如专业知识、洞察力、观察力、分析性思维等。