家长式领导与组织公正感的关系

以428名企事业单位员工为调查对象,采用问卷法,探讨了家长式领导与组织公正感的关系,结果表明：（1）仁慈领导对组织公正感各维度有显著的积极影响;德行领导对组织公正感各维度有显著的积极影响;权威领导对领导公正有显著的消极影响;（2）在分配公正、程序公正上,德行与权威领导有显著负交互效应;在领导公正、领导解释上,仁慈与权威领导有显著负交互效应。最后,对研究的理论和实践意义作了探讨,并提出了未来的研究方向     

内隐追随理论:概念、测量、前因及后果

内隐追随理论,是个体心目中既存的关于追随者的特质和行为的认知结构或图式,是当前组织行为研究领域中的一个新兴的概念。内隐追随理论与X-Y理论、内隐绩效理论等既有区别又有联系。内隐追随理论研究的理论基础主要可归纳为认知分类模型、信息加工模型及联结主义网络模型等。现有研究还对内隐追随理论的测量、前因变量和后果变量等进行了初步的探讨。未来研究中,可能会注重开发更有效的测验工具,深入探索影响内隐追随理论形成的因素,采用多种方法进一步澄清变量间的因果联系,以及加强内隐追随理论的本土化研究等。     

Transleadership for Transdisciplinary Initiatives

This article shares the genesis of a new idea we called transleadership, as it is informed by Nicolescuian transdisciplinarity. While aligned with several leading edge approaches to leadership, we propose that transleadership stands out because it emerges at the convergence of seven transconcepts: complexity (emergence), logic and reality, intersubjectivity, sensemaking, tensions, power and influence, leverage, and the creation of in vivo, hybrid knowledge. Transleadership accommodates the intricate and complex process of leading a diverse collection of (often contradictory) people, ideas, and consciousness to a new space and place where transdisciplinary knowledge can be created to address wicked problems facing humanity, using transdisciplinary thinking.     

Empowering leadership,uncertainty avoidance,trust, and employee creativity: Interaction effects and a mediating mechanism

Taking an interactional approach, we hypothesized that (a) there is an interaction between empowering leadership, uncertainty avoidance, and trust that affects creativity, such that empowering leadership has the strongest positive relationship with creativity when the employees have high levels of uncertainty avoidance and trust their supervisors; and (b) creative self-efficacy mediates the effect that this three-way interaction between empowering leadership, uncertainty avoidance and trust has on creativity. In Study 1, we used a time-lagged research design, collecting multi-source data from 322 employees and their supervisors. The results of Study 1 supported our hypotheses. In Study 2, we used a more temporally rigorous research design in which data were collected in three stages, with a two-month time interval separating Stages 1 and 2, and Stages 2 and 3. On the basis of the time-lagged and multi-source data from 199 employees and their supervisors, Study 2 produced the same results as Study 1. We discuss the implications of these results for future research and practice.     

The polarising effect of female leaders: Interest in politics and perceived leadership capability after a reminder of Australia's first female prime minister

The current study examined the impact of observing successful women being attacked on gender lines through reactions to gender‐based criticism directed towards Australia's first female Prime Minister, Julia Gillard. Australian undergraduate students completed a measure of conformity to gender norms and then read statements about either: (a) generic difficulties for leaders; or (b) statements about gender‐based difficulties experienced by Gillard. Results showed that, relative to those who read the generic article, female participants high on conformity to feminine norms displayed lower desire to be involved in politics after reading about Gillard's gender‐based difficulties, while low conformers showed greater desire to be involved in politics. For male participants, those high on conformity to masculine norms showed greater belief in their own leadership capabilities after reading about Gillard's gender‐based difficulties than when reading about generic difficulties, while low conforming men showed the opposite pattern. Implications for achieving gender equality are discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

The “Deliberative Digital Divide:” Opinion Leadership and Integrative Complexity in the U.S. Political Blogosphere

This study examined the association between political ideology and linguistic indicators of integrative complexity and opinion leadership in U.S. political blog posts (N = 519). Using Linguistic Inquiry and Word Count (LIWC) text analysis, we found that the posts of conservative bloggers were more integratively simple than those of liberal bloggers. Furthermore, in support of a proposed opinion leadership model of integrative complexity, the relationship between ideology and integrative complexity was mediated by psychological distancing (an indicator of a hierarchical communication style). These findings demonstrate an ideological divide in the extent to which the blogosphere reflects deliberative democratic ideals.     

Information elaboration and team performance: Examining the psychological origins and environmental contingencies

Information elaboration enables functionally diverse teams to transform their breadth of knowledge resources into actionable solutions to complex problems. The current study advances information elaboration theory and research in two ways. First, we identify how team ability and social motivation composition characteristics provide the psychological origins of complex information processing efforts. Second, we identify environmental turbulence as an important boundary condition, clarifying when information elaboration benefits team performance and when it does not. These ideas were tested in a sample of 4-person self-managed teams (N = 68) which were functionally diverse and performed a cooperative strategic decision-making task. Results indicate that cognitive ability equips teams with the “can do” ability for complex elaboration efforts through emergent team mental models, whereas low preferences for self-reliance provide the “will do” motivation for in-depth information exchange through collective leadership. In turn, teams benefited from information elaboration in turbulent but not stable environments.     

伦理型领导、互动公平与员工帮助行为：亲社会动机的调节作用

通过分析由问卷调查获得的323个配对样本的数据,探讨伦理型领导对员工帮助行为的影响机制.发现：伦理型领导与互动公平显著正相关;互动公平在伦理型领导与帮助行为之间起完全中介作用;亲社会动机调节了互动公平在伦理型领导与帮助行为关系的中介作用.结论：伦理型领导通过互动公平激发员工帮助行为的发生,且员工的亲社会动机会增强伦理型领导的效力.     

Positive organizational behavior and safety in the offshore oil industry: Exploring the determinants of positive safety climate

Much research has now documented the substantial influence of safety climate on a range of important outcomes in safety critical organizations, but there has been scant attention to the question of what factors might be responsible for positive or negative safety climate. The present paper draws from positive organizational behavior theory to test workplace and individual factors that may affect safety climate. Specifically, we explore the potential influence of authentic leadership style and psychological capital on safety climate and risk outcomes. Across two samples of offshore oil-workers and seafarers working on oil platform supply ships, structural equation modeling yielded results that support a model in which authentic leadership exerts a direct effect on safety climate, as well as an indirect effect via psychological capital. This study shows the importance of leadership qualities as well as psychological factors in shaping a positive work safety climate and lowering the risk of accidents.     

Gender‐typing of leadership: Evaluations of real and ideal managers

This research focuses on female underrepresentation in managerial positions. Specifically, two studies examine gender‐typing for managerial roles in Spain using ratings for real and ideal managers. In addition, we analyse the existence of same‐gender bias on evaluations of the behavior of actual leaders. In the first study, 195 Spanish workers evaluate the extent to which gender‐stereotypical traits are important for becoming a successful middle manager in three conditions (female managers, male managers, and managers in general). In the second study, we explore the degree to which the behavior of real Spanish managers is gender‐typed and the existence of same‐gender bias on leadership styles – transformational, transactional and avoidant/passive – and on leadership outcomes – effectiveness, extra effort and satisfaction – from the perspective of subordinates (N = 605). Overall, the results demonstrate that masculine characteristics were rated as more important than feminine characteristics for managerial positions, and they were more often assigned to male managers than to female managers. Unexpectedly, this manager‐male association is stronger among female participants than among male participants. Our findings also demonstrate that women subordinates evaluate their same‐sex supervisors more favorably in transformational leadership, effectiveness, and extra effort. The negative consequences derived from gender‐typing managerial positions are highlighted according to the role congruity theory of prejudice toward female leaders. The positive effects of in‐group female bias on behavior ratings are also noted. The mixed implications of these results for women's advancement to leadership positions are discussed.