高校教练家长式领导行为与运动员精神:有中介的调节效应

采用家长式领导行为问卷、运动价值观问卷、运动动机问卷和运动员精神问卷,对495名高校高水平运动员进行调查,以探讨教练家长式领导行为对高校高水平运动员的运动员精神的影响,及其内在的作用机制。结果表明:(1)家长式领导行为对运动员精神有显著的正向影响,运动动机在其中具有部分中介作用;(2)运动价值观在家长式领导行为与运动动机之间具有正向的调节作用,即运动价值观得分越高,这种正向关系也越强;(3)运动价值观对家长式领导行为与运动员精神关系的调节作用,是部分地通过运动动机为中介而产生。     

Innovation in multidisciplinary teams: The moderating role of transformational leadership in the relationship between professional heterogeneity and shared mental models

Research on the effectiveness of multidisciplinary teams has been equivocal. In an attempt to understand when a team’s professional heterogeneity (PH) is positively related to innovation (INN), we proposed an integrative model in which shared mental models (SMMs) are theorized as a mechanism to leverage INN in highly multidisciplinary teams. In addition, we claim that transformational leadership (TL), which is usually regarded as a factor contributing to team effectiveness, will attenuate the effect of teams’ PH on team SMM. In a field study of 55 R&D teams in Israel, we found that SMMs mediated the relationship between PH and INN, and that TL moderated the relationship between PH and Team SMM. We discuss the theoretical and practical implication of these findings.     

Investigating occupational well-being and leadership from a person-centred longitudinal approach: congruence of well-being and perceived leadership

The overall objective of this longitudinal study was to investigate the association between perceived leadership and employee well-being from a person-centred approach utilizing the principles of the conservation of resources theory (Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44, 513–524; Hobfoll, S. E. (2002). Social and psychological resources and adaptation. Review of General Psychology, 6, 307–324). First, we aimed to identify latent classes (i.e., subgroups) of employees that demonstrated similar mean levels of stability and change in occupational well-being (i.e., vigour and emotional exhaustion) across a mean time-lag of 14 months. Second, we ascertained whether employees in the latent well-being classes differed in their ratings of transformational, authentic, and abusive leadership behaviours across time. Self-report data were obtained from Finnish employees (N = 262, 88% women) working in a variety of municipal jobs. Using factor mixture modelling, four latent well-being classes were identified, indicating good (79%), low (10%), improving (8%), and deteriorating (3%) well-being. Congruence in both level and change of well-being and perceived leadership was found. That is, employees with better well-being across time reported more favourable leadership behaviours at both time points, and changes in employee well-being were reflected as changes in perceived leadership. The close relationship between perceived leadership and well-being is discussed from both a leader-centric (leadership as a resource) and a follower-centric (well-being as a resource) perspective.     

包容性领导与下属揭发意愿的关系:一个被调节的中介效应模型

通过332组在职MBA学员样本数据分析验证了包容性领导对下属揭发意愿的影响机制,结果表明:(1)包容性领导显著正向影响下属的揭发意愿;(2)组织支持感在包容性领导与揭发意愿之间起完全中介作用;(3)上司组织代表性调节包容性领导与下属组织支持感之间的关系,上司的组织代表性越高,二者间的正向关系越强;(4)上司组织代表性调节组织支持感对包容性领导与下属揭发意愿之间关系的中介作用。     

团队领导与团队有效性:基于社会认同理论的多层次研究

随着工作团队的广泛应用,团队有效性已成为研究者与管理者关注的焦点。团队领导作为影响有效性的关键因素,其作用机制得到研究者的日益关注。虽然团队领导的多层特征与中介机制已进入研究者的视野,但多层交互作用机制的实证探讨还较少;领导测量的情境性尚未得到充分关注。本研究在双通道团队变革型领导模型和社会认同理论基础上,提出基于团队、个体各自独立水平与两者交互层面的团队变革型领导作用机制模型。研究将在开发双通道团队变革型领导行为的情景判断测验基础上;通过企业问卷调查分阶段收集多源数据,整合多层结构方程与多层线性模型的数据分析,验证假设中的团队层面变量(团队聚焦变革型领导、关系认同、集体认同)与个体层面变量(个体聚焦变革型领导、领导成员交换、领导导向关系认同)之间的交互关系与边界条件,及对有效性的影响。研究结果一方面可拓展现有的团队领导理论,另一方面可为团队领导选拔等实践应用提供支持。     

Une analyse du leadership laissez-faire dans les organisations : le rôle des orientations d’objectifs des employés

Supervisors’ laissez-faire leadership has been scarcely studied in the management literature. Moreover, the role of individual differences in employees’ reactions to laissez-faire leadership remains unknown. In the present study (n = 248), we examine the relationship between supervisors’ laissez-faire leadership and employees’ (affective) commitment to the supervisor and the organization, and their job satisfaction, and consider employees’ goal orientations (learning, performance, and avoidance) as moderating variables of these relationships. The results of multiple regression analyses indicate that laissez-faire leadership is negatively associated with employee commitment to the supervisor and the organization and job satisfaction. In addition, the relationship between laissez-faire leadership and commitment to the supervisor and to the organization was more negative when performance orientation was high. In contrast, the relationship between laissez-faire leadership and commitment to the supervisor and the organization and job satisfaction was less negative when avoidance orientation was high. Learning orientation exerted no moderating effect. These results reveal that the undermining effect of laissez-faire leadership varies across levels of employees’ performance and avoidance orientations. We discuss the implications of these results for future research.     

The effects of embedding social identities on perceived leadership outcomes and the intentional mobilization of group members

According to Identity Leadership, effective leaders make the group matter by embedding social identities in material reality. Across two studies, we explored the potential importance of embedding social identities on group members' perceptions of leader trust, influence, conflict and intentional mobilization. In Study 1, 74 competitive varsity athletes read a vignette describing a coach who was either embedding or not embedding social identities. Participants presented with a coach who was embedding social identities reported significantly greater leader trust, leader influence and intentional mobilization, and significantly lower leader conflict. In Study 2, four football teams each comprising six athletes were assigned to one of two quasi-experimental conditions where a coach either: (1) spent two weeks embedding social identities before spending two weeks not embedding them; or (2) spent two weeks not embedding social identities before spending two weeks embedding them. When a leader stopped embedding social identities after embedding them for two weeks, group members' trust in their leader significantly reduced. When a leader started embedding social identities after not embedding them for two weeks, group members' perceptions of leader trust, leader influence and intentional mobilization significantly increased. Taken together, findings provide preliminary evidence that embedding social identities is beneficial for leader outcomes and intentional mobilization compared to a non-embedding leadership approach.     

如何解决团队创新悖论?基于成员认知风格“组型”与“构型”视角的探究

如何提升团队创新绩效?这是近年来管理实践界与学术界共同关注的热门话题。鉴于创新是一项兼具“探索”与“利用”双元特征的活动, 懂得如何平衡二者之间的悖论关系就成为提升团队创新绩效的关键。基于成员认知风格的微观视角, 从“组型”与“构型”两方面探索了解决这一悖论关系的方法。具体而言：(1)成员认知风格组型与团队领导行为之间的互补效应有助于解决团队创新悖论; (2)在合理的“成员认知风格-工作角色要求”构型基础上, 营造良好的团队协作氛围, 有助于解决团队创新悖论。进一步地, 还基于阴阳哲学思想研究了解决团队创新悖论的内在机制。为论证相关理论命题, 将开展三个研究模块, 采用定量与定性相结合的研究方法对提出的研究模型进行检验。相关发现不仅有助于丰富从微观视角研究团队创新前因、悖论管理方法的理论成果, 还将为企业的创新管理实践提供建议。