授权型领导的负面效应：理论机制与边界条件

已有研究主要关注授权型领导的正面影响, 然而, 新近的研究表明授权型领导可能也会引发潜在的负面效应。针对此问题, 首先界定了授权型领导的概念及其核心特征。其次, 基于双重任务加工效应、角色理论和内隐领导理论, 阐释了授权型领导负面效应的理论机制, 并进一步分析和总结了授权型领导的有效性在何种条件下能够实现。最后, 提出了授权型领导负面效应未来研究方向的建议。     

不同社会群体特征对内隐领导因素的影响

研究发现,中国人内隐领导理论的内容由个人品德、目标有效性、人际能力和多面性四个因素构成。不同的年龄、职业和教育水平等评分者的特点,对领导诸因素的评分有着显著的影响。综合分析发现,教育水平是影响内隐领导因素评分的主要变量。另外,各组都倾向于把人际能力作为领导最大的特质来加以评分。     

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.     

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.     

Variations on the concept of traumatism: Traumatism,traumatic, trauma1

In this paper, the author outlines Freud's fundamental hypotheses concerning the concept of traumatism, then goes on to differentiate three notions (French being a particularly apposite language for such a venture): ‘traumatism’, ‘traumatic’ (in a substantive sense) and ‘trauma’. These three terms correspond to the three turning points in Freud's theory with respect to the concept of traumatism (1895‐97, 1920, 1938). The author evokes also the developments that are due to Ferenczi, particularly in his later writings (1928‐33), where he defi ned and discussed the question of ‘trauma’ in contemporary clinical practice; the author goes on to explore the different variations on this theme as regards mental functioning. He then defi nes, from a metapsychological point of view, the differences between ‘traumatisms’ that have been ‘worked over by secondary processes’, organised and governed by the pleasure‐unpleasure principle (‘traumatism’) and ‘early’ or ‘primary traumatisms’, which interfere with the process of binding the instinctual drives (‘trauma’); states of mind infl uenced by a traumatic imprint (‘traumatic’) are looked upon as belonging to both categories of the above mentioned traumatisms. The author illustrates his hypotheses with a clinical example.     

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)。     

Narcissistic configurations: Violence and its absence in treatment

'On narcissism: An introduction' constitutes a turning point in psychoanalysis. Although narcissism is a concept which has not been explicitly referred to by many important thinkers for decades, it could be said that there is no paper written in psychoanalysis since Freud that does not implicitly take into account the modifi cations in thinking that the work brought about. In this paper, the author contrasts two types of narcissistic confi gurations: in the fi rst, the intolerance of the other is dealt with by expulsion and violence; in the second, by withdrawal. The author contrasts patients who express manifest violent behaviour with patients for whom the violent behaviour is absent but who, nevertheless, present similar background histories, which might have led to a prediction of violence. They are also profoundly different in terms of what they provoke in the countertransference. In addition, this paper argues that the treatment of narcissistic personalities has allowed in recent years the understanding of a modality of depression. Following Green, the author argues that, instead of a fruitless debate that involves evolutionary issues around the concept of narcissism, it is necessary to distinguish the narcissistic aspect in any analytic relationship, to identify the narcissistic transference in different types of psychopathologies.