“When I’d Dealt with My Issues,I Was Ready to Give Back”: Peer Leader’s Perspectives of Support Groups for Women Abused by Intimate Partners

The serious nature of the abuse of women by intimate partners has garnered worldwide concern. Victims are often assisted through support groups; however, little is known about how the groups work or how leaders perceive the group process and the women’s response to the intervention. This qualitative process evaluation presents the perspectives of 14 trained peers who led weekly Growth Circle groups to provide support to abused women. The article describes the leader’s backgrounds, perceptions of the group process, and coleadership, in addition to reflections on the value and challenges in offering the program. Implications for community agencies and group leaders are offered.     

Day-level transformational leadership and followers’ daily level of stress: a moderated mediation model of team cooperation,role conflict,and type of communication

This study contributes to the literature on leadership by linking day-level transformational leadership behaviour with employees’ daily level of stress. A first-stage moderated mediation framework consisting of team cooperation, role conflict, and type of daily communication is introduced to specify how and when leaders’ transformational behaviour is related to followers’ daily stress. Two hundred five participants took part in a diary study over five consecutive working days and provided information on their leaders’ transformational behaviour, team cooperation, role conflict, type of communication with supervisors, as well as information on their daily level of stress. Results show that transformational leader behaviour is significantly related to followers’ level of stress on a day-to-day basis. This relationship is mediated by team cooperation, but not by role conflict. The type of communication moderates this mediation framework. If only indirect means of communication are used, the negative indirect relation between transformational leader behaviour via team cooperation on daily stress is strengthened. The results are discussed in the context of leadership literature, and the implications for future research as well as practice are presented.     

Antecedents of flourishing at work in a fast-moving consumer goods company

The aims of this study were to investigate antecedents of flourishing in the workplace. A cross-sectional survey design was used with a stratified random sample of 779 employees in a fast-moving consumer goods company in South Africa (females = 40.4%, blacks = 33.4%). The participants responded to the Flourishing-at-Work Scale -Short Form, Job Demands-Resources Scale, one subscale of the Survey Work-Home Interaction – Nijmegen, and Authentic Leadership Questionnaire. The results showed that advancement, negative work-home interaction (inverse), and authentic leadership predicted flourishing at work. Workload, job insecurity, and compensation did not predict workplace flourishing or languishing. The study confirms the relevance of the Job Demands-Resources model for understanding flourishing in the workplace.     

Positive education of stoic warriors as reflective practitioners in the profession of arms

This paper traces connections between Stoicism and Positive Psychology for helping to inform and guide the education of warriors in the Profession of Arms. Peterson and Seligman advocate six core virtues and associated character strengths, which the authors illustrate from the practice of leadership education at the Squadron Officer School and The Air University. A synopsis of Costa and Kallick’s Habits of Mind is introduced to illustrate how awareness of the ways virtue and character strengths can guide the reflective warrior with wisdom and determined action. The authors also highlight insights from the work of Chris Argyris and Donald Schön on double-loop learning, reflective-thinking-in-action, and couple those insights with Dietrich Dörners’ emphasis on the advantages of simulations to offer experimentation by practitioners to better prepare them ‘think of, and then do, the right things at the right times and in the right way.’ Finally, a virtual world learning simulation developed by the authors to support student experimentation with double-loop learning on character strengths and habits of mind is described to illustrate the art-of-the-possible for the positive education of stoic warriors.     

领导-部属交换关系的本土化分析

本土化的领导-部属交换关系(Leader- Member Exchange, LMX)主要是指在组织中领导和部属之间基于工作而建立起来的上下关系。西方关于LMX的操作性概念和测量的研究争论主要包括单维度和多维度、“关系”和“交换”、垂直二元关系和社会网络关系之争等三方面。LMX的本土化研究则主要有片面本土化和间接本土化的研究两方面。LMX-7、LMX-MDM、领导-部属关系量表和领导-部属关系形式量表等6种量表在目前LMX测量方面具有一定代表性。整合国内外相关研究基础上所构建的本土化的LMX包括概念界定、分类标准、基本维度、关系质量评价等诸方面内容, 其测量应更为注重文化差异性、测量规范性和效果检验。     

真实自豪对人际信任的影响:一个有调节的中介模型

采用整群随机抽样法对四川某医科大学与重庆某综合类大学553名大一到大三的学生进行施测,运用结构方程模型技术考察了自豪与社会支持、拒绝敏感性、人际信任之间的关系。结果发现：（1）社会支持在真实自豪和人际信任之间起完全中介的作用,真实自豪通过社会支持对人际信任间接产生影响;（2）拒绝敏感性对社会支持的中介作用起到调节作用,即社会支持对人际信任的影响随着个体拒绝敏感性水平的降低而提升;（3）自大自豪对个体的人际信任水平没有预测作用。     

精神型领导对员工任务绩效影响的多重中介效应

采用管理者-员工配对的方式,通过问卷调查,探讨了精神型领导对员工任务绩效的影响以及主管承诺、基于组织的自尊、领导成员交换在精神型领导影响员工任务绩效过程中的多重中介作用。结果发现：（1）精神型领导、主管承诺、基于组织的自尊、领导成员交换、任务绩效之间均显著正相关;（2）精神型领导能够显著正向预测员工任务绩效;（3）主管承诺、基于组织的自尊、领导成员交换在精神型领导影响员工任务绩效的过程中存在并列式的多重中介效应。     

变革型领导研究综述

变革型领导作为近二十多年来领导力研究的热点,在领导力的研究中占有重要的地位。本文对变革型领导的的概念和变革型领导的结构及测量进行了介绍,并对变革型领导有效性和作用机制进行评述,最后对变革型领导研究提出了展望。     

Linking ethical leadership to employee performance: The roles of leader–member exchange,self-efficacy,and organizational identification

This research investigated the link between ethical leadership and performance using data from the People’s Republic of China. Consistent with social exchange, social learning, and social identity theories, we examined leader–member exchange (LMX), self-efficacy, and organizational identification as mediators of the ethical leadership to performance relationship. Results from 72 supervisors and 201 immediate direct reports revealed that ethical leadership was positively and significantly related to employee performance as rated by their immediate supervisors and that this relationship was fully mediated by LMX, self-efficacy, and organizational identification, controlling for procedural fairness. We discuss implications of our findings for theory and practice.     

Reconceptualizing difficult groups and difficult members

Group leaders can expect to encounter group and member behaviors and attitudes that are usually termed as difficult. This article presents a different perspective that focuses on how the group leader can better understand and make visible what the troubling behavior is communicating about unspoken or unconscious needs, fantasies and desires. Suggestions for more effective interventions are proposed.