Antecedents of daily team job crafting

This study investigated potential antecedents of team job crafting defined as the extent to which team members engage together in increasing (social and structural) job resources and challenges, and decreasing hindering job demands. Mindful of the teamwork literature, we hypothesized that individual employee factors (self-efficacy for teamwork, daily affect), team features (team cohesion, climate) and the organizational context of teams (engaging leadership and organizational resources for teamwork) relate positively to daily team job crafting behaviour. Data were collected among 46 multi-professional rehabilitation teams whose members completed two daily surveys after their weekly meetings. Multilevel regression analyses showed that self-efficacy for teamwork and team members’ positive affect were positively associated with team job crafting behaviour at the individual (within-team) level. In addition, a team climate characterized by a clear vision of the teams’ targets, supportiveness and innovation and connecting leadership were positively related to daily team job crafting at both the within- and between-team levels of the data. Overall, the study offers novel insights into the antecedents of teams’ daily job crafting behaviours. For practice, the results suggest that actions and interventions conducive to positive team processes offer the most promising route to enhancing team job crafting behaviour.     

Linking daily ethical leadership to followers’ daily behaviour: the roles of daily work engagement and previous abusive supervision

The aim of this study was to advance literature on ethical leadership towards its day-level application. Daily ethical leadership is defined as ethical leadership behaviours a leader exhibits on a given day. Beneficial effects of daily ethical leadership on daily helping behaviour and daily counterproductive work behaviour via daily work engagement were examined. Furthermore, yesterday’s abusive supervision was postulated to moderate the impact of today’s ethical leadership on work engagement indicating moderated mediation. The relationship between daily ethical leadership and daily work engagement should be stronger when previous abusive supervision was high. This model was tested using an experience sampling methodology spread over 5 working days. The sample consisted of 241 employees from different organizations. Results supported the beneficial indirect impact of daily ethical leadership on daily helping through strengthening daily work engagement. The indirect effect was non-significant for daily counterproductive work behaviour. Consistent with theoretical assumptions, both indirect effects were strongest with high previous abusive supervision and diminished when previous abusive supervision was low. Implications for leadership research and managerial practice are discussed.     

中国情境下团队伦理决策的过程机制及影响因素

尽管绝大多数商业伦理决策都是由团队而非个人所做出的,但目前对团队伦理决策的研究还很少,尤其缺乏基于理论的深入研究。在前人研究的基础上,借鉴个体伦理决策和团队决策方面的研究成果,结合中国文化强调反省、中庸、威权领导等特点,我们对团队伦理决策的过程机制及影响因素的作用模式展开理论驱动的深入研究。具体来讲,将综合利用多种方法来进行两个方面的4项子研究。在团队伦理决策的过程机制方面,拟开展团队伦理决策的过程机制模型构建研究,然后聚焦于团队伦理决策和个体伦理决策的核心区别,展开基于社会决策图式理论的团队伦理决策观点整合机制研究;在团队伦理决策的影响因素作用模式方面,拟从成员和领导两个方面来进行:基于信息加工和团队冲突的成员多样性对团队伦理决策的影响机制研究,基于信息取样模型的领导特征对团队伦理决策的影响机制研究。     

仁慈领导与员工创新行为:内部人身份感知的中介作用和领导-部属交换关系差异化的调节作用

探究仁慈领导与员工创新行为的关系,以及在该关系中内部人身份感知的中介作用和领导-部属交换关系差异化的调节作用。以68名主管和215名员工为对象,通过对两阶段主管-员工配对调查所获取的数据进行分析,结果表明:(1)仁慈领导可以借助内部人身份感知的中介作用,对员工创新行为产生积极的影响;(2)领导-部属交换关系差异化能调节仁慈领导和内部人身份感知的关系,即当关系差异化水平越高,仁慈领导与内部人身份感知之间的正向关系越强;(3)领导-部属交换关系差异化能调节内部人身份感知在仁慈领导与员工创新行为关系间的中介作用,表现为被调节的中介作用模式,即领导-部属交换关系差异化水平越高,仁慈领导与员工创新行为之间通过内部人身份感知的间接关系越强。     

研究生科研角色认同对科研创造力的影响:导师包容性领导、师门差错管理氛围的作用

以来自62个师门的411名全日制在校研究生为被试,采用问卷调查法探讨研究生科研角色认同对科研创造力的影响,并构建多层线性模型,分析导师包容性领导、师门差错管理氛围的调节作用。结果发现：（1）科研角色认同对科研创造力产生显著正向影响;（2）导师包容性领导、师门差错管理氛围在科研角色认同与科研创造力关系中均具有正向调节作用;（3）导师包容性领导对师门差错管理氛围具有显著正向影响,导师包容性领导的调节作用通过师门差错管理氛围的调节作用对研究生科研创造力产生影响。     

Indira Gandhi: The Relationship between Personality Profile and Leadership Style

This article explores the relationship between Indira Gandhi's personality profile in the period before she became Prime Minister and her leadership style during the time she was Prime Minister. The instrument for assessing the personality profile was compiled and adapted from criteria for normal personality types and pathological variants. Gandhi emerges as a multifaceted individual with four of her personality scales—the Ambitious, the Reticent, the Contentious, and the Dominating—approaching the level of mildly dysfunctional. A psychodynamic explanation for these patterns was then offered. This study also developed an instrument for evaluating leadership styles in a cabinet system of government and postulated the theoretical links between personality patterns and leadership style profiles. Gandhi's leadership style was then examined and links between personality profile and leadership style explored: In eight of the 10 leadership categories, Indira Gandhi's leadership behavior matched our expectations for the Ambitious, Dominant, and Contentious personality profiles but not the Reticent one. Further discussion focused on the two areas in which personality patterns fell short of predicting leadership style and the possible explanations for this result.     

中国领导干部人格类型研究

该文用MBTI中文修订版对中国东部、中部、西部共745名领导干部进行测试,得出了我国领导干部人格类型的总体分布情况,以及不同性别、不同年龄、职务级别、单位性质、工作属地、学历的领导干部在16种人格类型上的分类：我国领导干部人格类型以ESFJ(外向感觉情感判断)类型居多,其次为ESFJ(外向感觉思维判断)类型,并且更多地偏向“S”(感觉)、“F”(情感)和“J”(判断)。     

领导者的希望和自我效能感对其主观幸福感的影响

该研究采用问卷调查法,检验领导者的希望和自我效能感对其主观幸福感的影响作用。通过对来自重庆市各县、市、区政府机关、公检法和事业行政单位的237名领导者进行调查,将搜集的数据进行层次回归分析、中介效应检验和优势分析,结果显示：希望和自我效能感是领导者的主观幸福感的显著正向预测变量;自我效能感在领导者的希望与其主观幸福感之间有显著的完全中介作用;增强领导者的希望与自我效能感水平对提升领导者的主观幸福感有显著的促进作用。     

道德领导与员工建言：一个调节-中介模型的构建与检验

近年来, 研究者就如何激发员工公开讲出自己的观点、意见和问题进行了大量的探索。其中, 道德领导对员工建言的效应受到了越来越多研究的关注。在以往研究的基础上, 本研究构建了一个调节-中介模型以探讨道德领导影响员工建言的中介心理机制及其边界条件。根据社会交换理论和社会信息加工理论, 本文分别提出两种不同的中介变量-- 责任知觉和心理安全感-- 来解释道德领导与员工建言之间的关系。在此基础上, 本研究进一步假设权力距离会正向调节变量之间的间接关系。通过对某一零售企业239名员工的两阶段调查, 我们对以上研究假设进行了检验, 结果总体上支持了本研究的理论预期。本研究的发现有利于我们了解道德领导影响建言行为的心理机制, 指导管理者采取有针对性的措施, 以期有效地管理企业中的员工建言行为。