领导者信任理论述评

该文整合了过去三十年来,西方关于领导者信任的理论研究之后发现,领导者所表现出的可信行为,在员工归因的作用下,可以对组织绩效、员工工作态度、目的等产生极其重要的影响。作者在对以往研究作出总结的基础上,对西方研究存在的问题以及未来研究的发展方向提出了建议。     

变革型领导风格的实证研究

以72家企业的193名管理者为被试,通过多来源评估法收集数据,采用因素分析、信度分析和回归分析等方法对变革型领导的理论结构及其与领导有效性的关系进行了深入研究。结果表明,变革型领导具有二阶单因素结构。即四个独立子因素为领导魅力、感召力、智力激发和个性化关怀,这些子因素归属于一个单一二阶因素;研究所使用的《变革型领导问卷》具有良好的构想效度和信度,适用于中国文化;变革型领导及其子维度对领导有效性有一定的预测力。     

Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations

Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed.     

教师领导行为与儿童同伴关系的研究

文章探讨了儿童知觉期望的教师领导行为与儿童同伴关系之间的关系.研究选取北京市某小学4、6年级学生作为被试,共180名(男100名,女80名).采用社会计量法测量儿童的同伴关系,教师领导行为问卷测量儿童知觉的和期望的教师领导行为.主要的结果如下:(1)知觉到放任型领导不利于儿童同伴关系的发展,而知觉到民主型与权威型领导对儿童的同伴关系影响不大;(2)知觉到权威型领导有利于形成一个有凝集力的班级团体,知觉到民主型领导行为有利于班级团体的调和.     

真实型领导对员工工作投入影响的多重中介效应模型

为了考察真实型领导影响员工工作投入的内在作用机制,采用真实型领导行为量表、职业认同量表、情感承诺量表、组织支持感量表和工作投入量表对308名企业员工进行施测,结果发现：（1）真实型领导通过职业认同、情感承诺和组织支持感的间接作用对员工的工作投入产生影响;（2）职业认同、情感承诺和组织支持感在真实型领导影响员工工作投入的过程中起完全中介作用。     

Understanding and Evaluating Bureaucratic Politics: The Nexus Between Political Leaders and Advisory

Bureaucratic politics—for example, the "political" interaction between individuals and organizations in the executive branch of government—is a potentially significant force affecting the course and outcomes of governmental policymaking processes. In this article, an empirical and normative model and operationalization of bureaucratic politics is developed, treating it as a variable rather than as an immutable (and by definition problematic) property of policy decision-making. A conceptual model, linking the nature and intensity of bureaucratic politics in advisory systems to the characteristics of the political leaders served by them, is also developed. On the basis of earlier studies of presidential leadership (e.g., Preston, 1996), the leader's need for power, cognitive complexity, and prior policy experience/expertise are hypothesized to affect the organization and operation of the advisory system in terms of bureaucratic politics. Using Hermann's (1983) Personality Assessment-at-a-Distance (PAD) coding technique, theoretical assertions are illustrated in a detailed case study of two critical episodes in U.S. decision-making in the conduct of the Vietnam war in 1965 and 1968.     

Not All Blarney Is Cast in Stone: International Cultural Conflict in Northern Ireland

A core characteristic of world politics is the presence of communal conflict over ideas of national identity, inextricably bound to ideas of cultural identity. Increasingly, foreign policy decision-makers realize the importance of considering cultural factors in their calculations of how peoples will define the "self" that seeks "determination." Although a collective's culture changes over time (through interaction with others and in response to external events), scholars and policy analysts sometimes treat identities as static, monolithic, and derived from cultures that rarely change. This leads policymakers to underestimate the extent to which culture influences and can be influenced by foreign policy. This paper integrates work in political science and psychology into a content analysis–based method for examining three major ways in which culture impinges on communal conflict. The utility of the approach is demonstrated with a case study of the Northern Ireland conflict from 1984 to 1986, which shows how the rhetoric of the competing nationalist/Catholic leaders (John Hume and Gerry Adams) was the site of debate over group culture, how differences in the rhetoric reflected different cultures of the conflict, and how the conflict has been affected by the foreign policy decisions of other actors.     

校长领导行为与校长类型

对3800名中小学教师和200名校长进行问卷施测,考察校长工作角色五个方面的相互关系,并在此基础上对校长领导行为进行聚类分析,得到四个类型。四种类型校长所在学校的组织气氛和学校效能感均有显著差异。     

Innovation across cultures: Connecting leadership,identification, and creative behavior in organizations

Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high versus low on collectivism. Power distance did not influence the relations.     

Leadership experiences of bicultural business leaders: An interpretative phenomenological analysis

Using the lens of interpretative phenomenological analysis, this study explored the leadership experiences of bicultural business leaders in the Philippines. Semistructured interviews were conducted among 16 leaders in family-owned, small and medium-sized enterprises in the Philippines who are ethnically Chinese and have Filipino nationality. Findings focused on salient expressions of biculturalism in leadership, bicultural leadership challenges, and advantages. Most of the participants experienced fluidity in their expressions of Filipino and Chinese identities and how these manifest in the workplace. Challenges shared pertain to generational factors as participants assumed leadership roles through kinship, as well as relational challenges reflective of cultural nuances. The leaders view their being bicultural as having the “best of both worlds” as they have greater access to cultural information and a more holistic view of which values and norms to use in their leadership roles and in various social interactions. Fluency in communicating in Chinese and Filipino was perceived to enable effective interactions and facilitate trust building with their customers, employees, and suppliers. Implications focused on the need to consider biculturalism in leadership development programmes in educational institutions and organizations, especially with increasing bi/multiculturalism in workplaces.