How does supervisor-focused procedural justice explain the effects of person-focused leadership? The moderating role of leader-referenced relational-self

This study examines how the supervisor-focused procedural justice (SPJ) mediates the effect of benevolent paternalistic leadership on supervisor-directed organizational citizenship behaviour (OCBS) across employees with different types of leader-referenced relational-self. We use leader identification and traditionality to operationalize the concept of leader-referenced relational-self. Significant three-way interaction effects in both the leadership-SPJ and the SPJ–OCBS relationships are found. The SPJ-mediated effect of benevolent paternalistic leadership on OCBS is significant among employees whose leader identification and traditionality range from average to high levels. The findings suggest that leader-referenced relational-self is more complex than leader identification. Limitations, the implications for theory, research, and practice are discussed.     

The security to lead: a systematic review of leader and follower attachment styles and leader–member exchange

ABSTRACT

Attachment styles can predict the quality of organizational relationships, particularly in reference to leader–member exchange (LMX). However, there is much work to be done in articulating and summarizing these findings and in detecting gaps in the literature. This systematic review fills a critical niche by providing a review of the attachment/LMX relationship. Using the PRISMA framework, this review integrates research on attachment styles and LMX by evaluating associations between secure, anxious, and avoidant attachment styles with LMX for leaders and followers. Across 10 studies, we review the evidence for associations between leader and follower attachment and LMX. We seek to investigate if secure attachment is associated with high-quality LMX and if insecure attachment is associated with lower quality LMX. Our review in general provides mixed support for these propositions, although the association of avoidant attachment for followers with LMX received consistent support. Furthermore, our results highlight the need to consider potential moderating and mediating factors within the attachment/LMX relationship. Based on the patterns of these relationships and the methodological gaps in the literature, we discuss the managerial implications for attachment styles in work and organizational psychology and suggest several directions for future research on the attachment–LMX relationship.     

Globalization Shuffles Cards of the World Pack: In Which Direction is the Global Economic-Political Balance Shifting?

The article offers forecasts of the geopolitical and geo-economic development of the world in the forthcoming decades. One of the main accusations directed toward globalization is that it deepens the gap between the developed and developing countries dooming them to eternal backwardness. The article demonstrates that the actual situation is very different. It is shown that this is due to the globalization that the developing countries are generally growing much faster than the developed states, the World System core starts weakening and its periphery begins to strengthen. At the same time there is a continuing divergence between the main bulk of developing countries and the group of the poorest developing states. The article also explains why the globalization was bound to lead to the explosive rise of many developing countries and the relative weakening of the developed economies. In the forthcoming decades this trend is likely to continue (although, of course, not without certain interruptions). It is also demonstrated that this convergence constitutes a necessary condition for the next technological breakthrough. This has important implications for the hegemony debates. A rather popular theory of hegemony cycles implies that the eclipse of the global hegemony of the United States should be followed by the emergence of a new global hegemon. This generates the dichotomy of the two main current points of view—either the United States will continue the global leadership in the forthcoming decades, or it will be replaced by China in this capacity. We do not find the study of the future within this dichotomy fruitful. We believe that in a direct connection with the development of globalization processes the hegemony cycle pattern is likely to come to its end, which will lead to the World System reconfiguration and the emergence of its new structure that will allow the World System to continue its further development without a hegemon.     

Good and Bad Years: An Index of American Social,Economic, and Political Threat (1920–1986)

Information provided by 196 U.S. history professors, indicating the degree to which they considered each of the years from 1920 to 1986 threatening to the established order and way of life in America, was pooled to form a social, economic, and political threat (SEPT) index. Interrater reliability was high, and substantial test-retest reliability was evident for a selected subsample over a 6-month period. The index significantly correlated with 11 objective indices of threat, including the suicide rate, unemployment rate, rise and fall of common stocks, and number of military men on active duty. Several studies involving threat and authoritarianism were replicated and in some instances extended with the SEPT index (McCann & Stewin, 1984; Sales, 1972, 1973). The pseudo-archival SEPT index has utility when relatively global estimates of prevailing threat are required for historiometric research testing a diversity of hypotheses gleaned from psychological, sociological, historical, and political science theories.     

Exchange through emoting: An emotional model of leader–member resource exchanges

Despite research suggesting that emotional interactions pervade daily resource exchanges between leaders and members, the leader–member exchange (LMX) literature has predominantly focused on the interplay between general affective experiences and the overall relationship quality. Drawing upon the affect theory of social exchange, we examine why and how discrete exchange imbalance engenders distinct emotions and shapes downstream work behaviors of the members. Results from a preregistered experimental study with 247 participants and an experience sampling study with time-lagged reports from 79 leaders and 145 members show that a positively imbalanced exchange increases members’ subsequent leader-directed helping via gratitude (but not via shame) and that a negatively imbalanced exchange increases members’ subsequent risk-taking via pride (but not via anger). Moreover, the intensity of such effects hinges upon the average level of resource contributions of leader–member dyads. Our research casts light on the role of transient emotions in dynamic resource exchanges between leaders and members and enriches our knowledge of within-dyad fluctuations of social exchanges.     

组织内领导越轨行为研究：概念、诱因与结果

领导越轨行为是指领导者在工作场所中故意违反重要的组织规范的行为。通过整合分析组织内越轨行为和领导行为两个领域的相关研究发现, 领导越轨行为的诱因大致包括个体因素(个性特征、个体知觉和人口学变量)和情境因素(组织文化、工作特征和人际影响)两类, 并且主要通过社会比较、社会心理和社会交换三条路径进一步影响下属的工作绩效。未来研究应从行为客体(组织-人际)和行为动机(利己-利他)两个角度对领导越轨行为的内涵进行纵深拓展, 并进一步考察不同诱因的交互影响以及领导越轨行为的作用机制。     

魅力型领导与下属工作投入：双维认同构念的中介机制

本研究旨在探讨组织认同和领导认同在魅力型领导对下属工作投入的影响过程中的中介机制。全文以魅力型领导和认同感理论为基础,以来自国内多家企业的252名员工为样本进行数据分析,结果发现下属的组织认同和领导认同作为认同感的双维构念在魅力型领导对下属工作投入的影响过程中具有中介作用。其中,组织认同在此过程中具有部分中介作用,而领导认同则发挥完全中介作用,而且组织认同和领导认同在此过程中同时存在,互不排斥。     

道德型领导者得到了什么？道德型领导、团队平均领导-部属交换及领导者收益

道德型领导是新近提出的一种领导理论,大量研究证实这种领导方式会对员工和组织带来积极影响。然而,在领导过程中处于主体地位的领导者从中获得了什么收益却较少受到关注。以50个工作团队的248名员工为研究对象,本研究基于社会交换理论考察了道德型领导与个体层次和团队层次上领导者收益的关系及其作用过程。跨层次分析结果表明：(1)道德型领导对个体层次的员工对领导的认知信任和情感信任,以及团队层次的团队绩效和领导者绩效均有显著正向作用;(2)团队平均领导-部属交换中介了道德型领导与下属对领导者的认知信任、情感信任以及团队绩效的关系,但在道德型领导与领导者绩效关系间无显著中介作用。本文揭示了道德型领导者在领导过程中获得的“收益”以及团队层次社会交换的中介作用,为道德型领导和团队社会交换的研究提供了启示。     

Transformational Leadership and Pastoral Leader Effectiveness

In this study multiple variables as they relate to pastoral leader effectiveness were examined. The Multifactor Leadership Questionnaire (MLQ), NEO-Five Factor Inventory (FFI), and Spiritual Transcendence Scale (STS) were used to measure the leadership styles, personality, and spirituality of 93 pastors and assess which variable predicted pastoral leadership effectiveness. The results indicated that transformational leadership style showed significant correlations with pastoral leader effectiveness; only one dimension of the MLQ’s transformational leadership scale (individual consideration) was a significant predictor of pastoral leader effectiveness. Other limited findings suggest that personality and spirituality also contributed to pastoral leadership effectiveness.