Heroic or hubristic? A componential approach to the relationship between perceived transformational leadership and leader–member exchanges

Using an interpersonal approach to self-perceptions, we broke down leaders’ self-perceptions of their transformational leadership behaviour into three components: a target effect (i.e., how leaders are perceived by followers), a perceiver effect (i.e., how leaders perceive followers), and a self-enhancement effect (i.e., idiosyncratic positivity bias in how leaders perceive themselves), and then examined the relationships between these components and the quality of exchanges between leaders and followers (LMX). In a survey study among 60 leaders with 286 followers, we found the target effect in leaders’ self-perceptions of their transformational leadership to be positively related to the quality of LMX, whereas the perceiver effect and self-enhancement effects were negatively associated with LMX. Follower extraversion intensified the positive role of the target effect and the negative role of the self-enhancement effect in the leader–follower exchanges.     

Should We Approach Approach and Avoid Avoidance? An Inquiry from Different Levels

Abstract

Approach motivation (striving for desired end-states, eagerly focusing on where one wants to be) is often held up as the best type of motivation: It feels good and is associated with many positive outcomes. Indeed, a common perception is that regulation in terms of approach motivation is almost always better than regulation in terms of avoidance motivation. However, as we discuss, this conclusion is worthy of a deeper look. We consider how approach and avoidance motivation manifest at different levels in a self-regulatory hierarchy and how this can help us understand the upsides and downsides of both approach and avoidance motivation. In other words, approach motivation is not always beneficial and avoidance motivation is not always problematic. Understanding these trade-offs involves a consideration of which level in the hierarchy approach or avoidance is manifested, what types of outcomes are being examined (the experience of regulation vs. performance), and how the approach or avoidance regulation fits or does not fit with an individual’s broad concerns or specific situational demands. Furthermore, a hierarchical approach helps make sense of behaviors that reflect simultaneous approach and avoidance tendencies, such as tactical approach to remove (avoid) a threat, providing a dynamic and nuanced view of motivation.     

Understanding Psychopathology: Cybernetics and Psychology on the Boundary between Order and Chaos

Abstract

We have argued for a balanced perspective on the relative benefits and costs of approach and avoidance motivation, and that thinking hierarchically about these motives contributes to a better understanding of goal pursuit. Having received several scholarly commentaries on these primary claims, in this reply, we further clarify the roles of regulatory fit and intelligibility in goal pursuit, examine surviving and thriving at different levels of the motivational hierarchy, and demonstrate that thinking hierarchically about approach and avoidance motivation provides a wealth of opportunities for additional research into the dynamics of motivation.     

Preventing Prisoner Abuse: Leadership Lessons of Abu Ghraib

The abuse of prisoners by U.S. soldiers at Abu Ghraib had far-reaching consequences, leading many people around the world to question the legitimacy of U.S. goals and activities in Iraq. Drawing on extensive unclassified reports from multiple investigations that followed Abu Ghraib, this article considers both psychological and social-situational factors that contributed to ethical failures there. This analysis suggests that leaders need to be more attuned to the developmental stage of subordinates and take appropriate steps to reinforce ethical behaviors. From a psychological standpoint, young adults especially are strongly inclined to behave in accord with social conventions and pressures around them. Particularly in ambiguous circumstances, it is important that standards of behavior be clear and explicit throughout all phases of an operation and that leaders at all levels represent and reinforce those standards.     

A Study on School Leaders' Ethical Orientations in Taiwan

The purpose of this study is to explore the ethical orientations of Taiwan's school leaders by means of a questionnaire survey of 573 school leaders. A multidimensional ethical framework, including utilitarianism, justice, care, critique, and virtue, was used. The results demonstrate that the most frequent ethical orientation of Taiwan's school leaders is justice. Second, the ethical orientation of Taiwan's school leaders is influenced by Confucian ethics to some degree, especially in terms of virtue ethics. However, the ethical orientation of school leaders significantly varies depending on gender, age, position, years of teaching experience, and educational administration ethics training.     

Mechanisms of Corporate Social Responsibility: The Moderating Role of Transformational Leadership

Literature reviews have repeatedly emphasized the need to further investigate relationships between corporate social responsibility (CSR) and micro-organizational variables. The present research attempts to address this call by examining the direct and indirect relationship between individual perceptions of CSR and employees’ organizational citizenship behaviors (OCBs). Multiphasic data from 207 workplace supervisor–subordinate dyads recruited from an online panel were analyzed to show that organizational identification mediated the relationship between CSR and OCBs. Furthermore, supervisor transformational leadership style moderated the mediation, such that the indirect effect of the organizational identification on the relationship between CSR and OCBs became nonsignificant under low transformational leadership. Based on these results, we make suggestions for using embeddedness programs to improve perceptions of CSR.     

Bullying in work groups: The impact of leadership

The aim of this study is to examine whether and how laissez‐faire, transformational, and authentic leadership styles are related to the occurrence of bullying in work groups. It is hypothesized that the investigated leadership styles have direct associations, as well as indirect associations through group cohesion and safety perceptions, with indicators of bullying among subordinates. Using a cross‐sectional survey design, the variables were assessed in a randomly selected sample comprising 594 seafarers from two Norwegian shipping companies. Laissez‐faire leadership was associated with an increased risk of exposure to bullying behavior, self‐labeled victimization from bullying, and perpetrated bullying. Transformational leadership and authentic leadership were related to decreased risk of exposure to bullying behavior. Authentic leadership contributed to the variance in bullying beyond laissez‐faire and transformational leadership. Analyses of indirect effects showed that the association between transformational leadership and bullying was fully mediated through safety perceptions, whereas a partial indirect association through safety perceptions was found for authentic leadership. This study makes a significant contribution to the literature by providing evidence for how leadership styles predict workplace bullying. The findings highlight the importance of recruiting, developing, and training leaders who promote both positive psychological capacities and positive perceptions among their subordinates.     

分化与整合——家长式领导研究的走向

作为本土领导研究的典范,郑伯埙团队研究的家长式领导理论对本土的理论构建与主位研究方法做出了重大贡献。然而,由于威权维度与德行和仁慈维度负相关、家长式领导这一构念与其三个维度之间的关系不明晰等问题的存在,该理论在发展中遇到了问题。目前,围绕家长式领导,出现了单维与多维并存、本土理论与外域理论竞争的多重格局。本文在对家长式领导的构念进行剖析后,总结了目前相关的实证研究,重点评析了该理论遇到的问题,并在此基础上从解决构念的内在矛盾、扩大研究层次及中西对比三个方面对未来的发展方向提出了建议。     

仁慈型领导研究述评

仁慈型领导是指领导者对部属表现出个别、全面而长久的关怀,是一种具有建设性、最受部属欢迎的领导行为.相关研究主要集中在仁慈型领导与领导-部属交换、变革型领导和伦理型领导等其他类型领导方式的异同及其在组织中的功效上.实证研究表明,仁慈型领导对下属的工作满意度、组织承诺和工作绩效等许多积极工作结果均存在显著的正向影响.未来研究应从仁慈型领导影响领导效能的中介和调节变量等研究内容以及使用追踪研究和多层次研究等研究设计两方面展开.