领导授权行为的形成机制

领导授权行为通常被视为一种积极的领导行为类型。组织中管理者在授权实施过程中扮演着重要角色, 然而管理者出于维护威权等目的, 不想赋予员工自主权或相应资源的现象大量存在。鉴于此, 越来越多的学者开始探索领导授权行为的影响因素, 但目前研究较为零散, 亟待整合。研究发现：(1)更多的学者强调领导授权行为并非一种稳定的领导风格, 而是领导对不同下属所采取的差异化授权行为; (2)领导授权行为的影响因素可以分为环境因素、领导者因素以及员工因素; (3)领导成员交换理论、信任理论、社会认知理论与授权风险视角是解释领导授权行为形成的重要理论/视角。此外, 基于情境领导理论、CIP领导模型(魅力型-意识形态型-务实型)以及追随理论, 提出了领导授权行为影响因素的未来研究方向。     

Perceived Conflict and Leader Dominance: Individual and Contextual Factors Behind Preferences for Dominant Leaders

Recent research finds that political candidates and leaders with dominant, masculine physical features are more preferred under conditions of conflict than of cooperation. Importantly, however, methodological limitations of past research have hindered the identification of whether this effect reflects that voters intuitively view (1) dominant leaders as more competent in solving problems of conflict, (2) nondominant leaders as more competent in solving problems of cooperation, or (3) both. In this article, we utilize recent advances in evolutionary psychology to form precise predictions on the nature of the underlying psychology and employ an unprecedented array of data types—including highly controlled experiments, natural experiments, and behavioral measures—to investigate the validity of these predictions. Using large approximately nationally representative surveys of 2,009 Poles and Ukrainians fielded during the Crimea crisis in 2014, we find that preferences for leader dominance are exclusively driven by the intuition that dominant leaders are better able to facilitate aggressive responses during social conflict and that these preferences are regulated by contextual conditions and individual predispositions related to such responses.     

A Leader Who Sees the World as I Do: Voters Prefer Candidates Whose Statements Reveal Matching Social-Psychological Attitudes

Politicians are increasingly able to communicate their values, attitudes, and concerns directly to voters. Yet little is known about which of these signals resonate with voters and why. We employ a discrete choice experiment to investigate whether and which social-psychological attitudes predict how adult British voters respond to corresponding attitudinal signals communicated by candidates in hypothetical social media posts. For all attitudes studied, covering social feelings (trust, collective nostalgia), social perceptions (nationalism, populist sentiment), and social commitments (national identification, authoritarianism, egalitarianism), we find that participants are much more likely to vote for candidates who signal proximity to their own attitudinal position and less likely for candidates who signal opposing views. The strongest effects were observed for national identification, authoritarianism, and egalitarianism, indicating the importance of commitment to a shared group and to particular principles for distributing power and resources within and between groups. We further demonstrate that social-psychological attitudes are not acting as mere proxies for participants' past votes or left–right ideology. Our results extend adaptive followership theory to incorporate preferences concerning intragroup coordination and intergroup hierarchy, while highlighting the social-psychological dynamics of political communication that may transcend the concerns of particular election cycles.     

Is employee narcissism always toxic? – The role of narcissistic admiration,rivalry and leaders’ implicit followership theories for employee voice

Organizational researchers are increasingly interested in investigating the influence of narcissism on the workplace. Drawing on self-determination theory and recent research that distinguishes two dimensions of narcissism and their different underlying motivational dynamics, we hypothesized that employee empowerment and, in turn, voice are differentially influenced by the two narcissism facets admiration and rivalry. In particular, we expected that employees’ narcissistic admiration is positively related to voice via empowerment, whereas rivalry is negatively related to voice via empowerment. Moreover, we investigated leaders’ implicit followership theories (IFTs) as moderator of the relationships between narcissistic rivalry and narcissistic admiration with empowerment. We argue that a leader’s positive IFTs buffer the negative effect of narcissistic rivalry and foster the positive effect of narcissistic admiration on empowerment, and in turn voice (i.e., first-stage moderated mediations). We found support for most of our predictions in a multi-wave field study using data from 268 leader–employee dyads. Theoretical and practical implications are explored.     

依恋如何影响领导者内隐追随特征？性别的调节作用

本文基于联结主义模型,探讨了依恋对领导者内隐追随特征（IFTs）的影响以及性别的调节作用。采用问卷法,对323名不同行业的领导者进行调研,结果发现：（1）依恋对IFTs有显著的预测作用;（2）不同依恋类型的领导者对员工的特征偏好存在差异,安全型青睐勤奋热情的员工,焦虑型偏好从众鲁钝的员工,回避型欣赏高效执行的员工;（3）性别在依恋与IFTs的关系中起调节作用,女性领导者对员工的消极期待更容易受依恋焦虑性影响。     

追随力认知图式:概念解析与整合模型

追随力认知图式是一种历经社会化,以抽象表征形式储存于个体记忆中的关于追随力的认知结构,亦称为追随原型。领导者的追随原型通常在领导—追随互动中被激活,并与部属实际追随力进行匹配。匹配失败的追随原型将被重新归类或定义,匹配成功的追随原型将通过领导者的态度和行为影响追随者的职业幸福感、角色内绩效和角色外行为。人格、市场行情、组织结构和文化能预测追随原型。未来可加强多水平效应、匹配效应和生物基础的探讨。     

追随力研究述评与展望

追随力是指追随者在追随领导者的过程中, 表现出来的追随特质, 包括工作能力、工作态度、个人品德和人际技能等方面。按照研究内容的差异, 可将追随力的研究划分成三个阶段: 以领导为中心的领导理论对追随力的研究阶段, 以追随者为中心的领导理论对追随力的研究阶段, 以及以追随力为中心的追随理论研究阶段。国外现有的研究成果包括追随者的分类, 追随者的心理建构, 追随类型与领导类型的整合等。国内的研究多是以领导者为中心, 对追随者进行了一些分析。未来的研究有必要加强对追随研究工具、追随与个体特质、追随与领导风格和组织特征的匹配等问题的探讨。     

领导者对员工主动行为的心理与行为反应

员工主动行为因有利于个人和组织的长远发展而受到学界和业界的广泛关注。以往的研究主要关注主动行为对员工本人的人际内影响,而较少考虑对领导者的人际间影响;同时,考虑到员工在领导过程中扮演的重要角色,对员工的主动行为如何影响领导的心理与行为反应做理论性整理将极大丰富对员工主动行为的认识。学界基于归因理论、内隐追随理论、自我-他人评价一致性理论等对上述自下而上的影响过程进行了初步探索,发现领导者对员工主动行为的态度评价和行为反应受到多重边界条件的影响。未来研究可具体化员工主动行为所诱发的领导者心理与行为反应,探索员工主动行为与领导方式的循环关系,以及深挖主动行为与绩效评价之间的内在机理。     

I follow,therefore I lead: A longitudinal study of leader and follower identity and leadership in the marines

It is acknowledged that identity plays an important role in a person's leadership development. To date, however, there has been little consideration of the possibility – suggested by the social identity perspective – that individuals who identify as followers may be especially likely to emerge as leaders. We test this possibility in a longitudinal sample of recruit commandos in the Royal Marines. Recruits rated their identification with leader and follower roles five times over the course of their 32-week training programme. Recruits’ leadership and followership were evaluated by their commanders, and their leadership was assessed by their peers. Analysis indicated that while recruits who identified as leaders received higher leadership ratings from their commanders, recruits who identified – and were perceived – as followers emerged as leaders for their peers. These findings suggest that follower and leader identities underpin different aspects of leadership and that these are differentially recognized by others.     

Candidate Evaluations Through the Lens of Adaptive Followership Psychology: How and Why Voters Prefer Leaders Based on Character Traits

An extensive literature in political science shows how citizens' evaluations of politicians—as well as their electoral behavior—are affected by trait impressions of these politicians. However, deeper, interdisciplinary theory building that seeks to address when and for whom specific trait impressions come to guide candidate evaluations remains absent. In this article, I outline the theory of adaptive followership that seeks to address this shortcoming. Grounded in evolutionary psychology, I argue that leadership evolved as a solution to problems of intragroup coordination in ancestral small-scale societies. In order to understand the traits that drive followers' and voters' evaluations of leaders and politicians, one should therefore focus on problems related to group coordination and ask how these problems might regulate followers' prioritizations of various traits in leaders. On this basis, I outline an analytical framework consisting of three predictions that simultaneously formulate how (1) contexts and (2) individual differences of relevance to a given group-coordination problem regulate trait preferences, and (3) how such preferences differ between leaders and nonleaders (i.e., other social categories). The analytical framework is applied for structuring two reviews (including new empirical studies) of the ways through which intergroup conflict and disease threat, respectively, affect followers' trait preferences in leaders. Finally, directions and suggestions for future research on trait-based candidates and leader evaluations are discussed.