互动视角的组织社会化动态跟踪研究

以3项不同时间尺度的跟踪研究, 探索新员工组织社会化的动态与交互过程。首先, 通过在入职最初3个月每月为期1周的即时调研, 探索新员工与主管的沟通特征与机制; 然后通过为期3个月、时间间隔为1周, 针对新员工与其主管的配对短期跟踪调研, 探索社会化过程中学习与认同的动态特征与内部变化机制, 以及互动作用的动态变化特征; 最后通过为期1年、时间间隔为3个月的长期跟踪调研, 考察新员工主动参与组织社会化、领导者主动提供社会化支持的影响因素, 以及组织社会化的结果。     

真实型领导：概念、测量、形成与作用

频发的道德丑闻和管理渎职现象使真实型领导受到了前所未有的关注。基于近十年来国、内外重要理论文章和67项实证文章, 本文对真实型领导研究进行了系统梳理与评析。总体来看, 研究者主要从特质/行为视角和过程视角界定真实型领导。真实型领导的测量已有标准化工具, 并在测量主体和方式上呈现多样化趋势。真实型领导受个体因素和情境因素影响, 也会通过积极组织行为学、社会学习、社会认定和社会交换机制对个体、团队和组织产生积极影响。未来研究应深入讨论真实型领导的概念、结构和测量问题, 对其影响因素、影响效果和作用机制做进一步探索, 并适时进行跨文化和本土化考察。     

领导力的整合：Trickle-down模式下的领导效应

Trickle-down模式正逐渐成为领导效应研究的新范式。它阐释了组织中较高层次领导的行为或其认知如何沿着组织的垂直管理层次自上而下层层滴漏。该模式通过对领导行为联动效应和多层配对的剖析, 弥补了传统研究聚焦于单一层次领导研究的不足。系统梳理trickle-down模式下的领导效应之涵义特征、理论基础、效能机制, 并深入探讨已有研究的欠缺, 对于实现领导力的整合、拓展本土化的领导行为研究具有重要意义。     

真实型领导对教师知识分享行为的影响:组织支持感的中介和调节作用*

为了探讨真实型领导、组织支持感和教师知识分享行为的关系,对330个有效教师样本进行研究。结果发现:(1)真实型领导对教师的知识分享行为具有显著的预测作用(β=0.494,p<0.001)。(2)组织支持感在两者之间具有部分中介作用,间接效应占总效应的44.8%。(3)组织支持感在真实型领导的下属导向、领导特质、诚实不欺和正直无私与知识分享行为的关系中起调节作用,但在循规蹈矩与知识分享行为的关系中的调节作用不显著。     

领导情绪智力对团队绩效和员工态度的影响——公平氛围和权力距离的作用

本研究共收集了74个工作团队的数据, 探讨了领导情绪智力对团队层面绩效(任务绩效、利他行为)和态度(满意度、团队承诺)的影响、公平氛围的中介作用以及团队权力距离的调节作用。研究结果表明：领导的情绪智力对团队绩效和态度均有显著的正向影响; 程序公平氛围中介了领导情绪智力对团队任务绩效和利他行为的影响, 交互公平氛围中介了领导情绪智力对团队任务绩效、满意度和团队承诺的影响; 团队权力距离调节了领导情绪智力和交互公平氛围的关系, 该调节关系通过交互公平氛围的中介作用影响团队任务绩效、满意度和团队承诺。     

Cross‐cultural comparison of political leaders' operational codes

This study aims at comparing operational codes (namely, philosophical and instrumental beliefs about the political universe) of political leaders from different cultures. According to Schwartz (2004), cultures can be categorised into 3 dimensions: autonomy–embeddedness, egalitarianism–hierarchy and mastery–harmony. This study draws upon the 1st dimension (akin to the most popular cultural dimension of Hofstede: individualism–collectivism) and focuses on comparing the leaders of autonomous and embedded cultures based on how cooperative/conflictual they are. The main research hypothesis is as follows: the leaders of embedded cultures would be more cooperative than the leaders of autonomous cultures. For this purpose, 3 autonomous cultures (the UK, Canada and Australia) and embedded cultures (Singapore, South Africa and Malaysia) cultures were chosen randomly and the cooperativeness of the correspondent countries' leaders were compared after being profiled by Profiler Plus. The results indicated that the leaders of embedded cultures were significantly more cooperative than autonomous cultures after holding the control variables constant. The findings were discussed in the light of relevant literature.     

Work Engagement: Investigating the Role of Transformational Leadership,Job Resources,and Recovery

While the relationship between job resources and engagement has been well established, a greater understanding of the upstream factors that shape job resources is required to develop strategies to promote work engagement. The current study addresses this need by exploring transformational leadership as an upstream job resource, and the moderating role of recovery experiences. It was hypothesized that job resources would mediate the relationship between transformational leadership and engagement. Recovery experiences were expected to moderate the relationship between resources and engagement. A sample of 277 employees from a variety of organizations and industries was obtained. Analysis showed direct relationships between: transformational leadership and engagement, and transformational leadership and job resources. Mediation analysis using bootstrapping found a significant indirect path between transformational leadership and engagement via job resources. Recovery experiences did not significantly moderate the relationship between job resources and engagement. To date, the majority of published literature on recovery has focused on job demands; hence the nonsignificant result offers insight of a potentially more complex relationship for recovery with resources and engagement. Overall, the current study extends the JD-R model and provides evidence for broadening the model to include upstream organizational variables such as transformational leadership.     

A focus on commitment: the roles of transformational and transactional leadership and self-regulatory focus in fostering organizational and safety commitment

The concept of employees’ commitment is one of the most challenging concepts in the management, organizational behaviour and human resource management literatures and research. The current study focuses on the construct of commitment as an emotional attitude, and expands the concept of general organizational commitment to a new more specific form of commitment, commitment to safety. Furthermore, commitment theorists commonly identify leadership as an important contributing factor to the development of organizational commitment. We aim to explain an underlying motivational mechanism, self-regulatory foci, through which leadership styles foster followers’ commitment. Results of three studies that used different methods (field and experimental), within different samples, demonstrated that transformational leadership was positively associated with followers’ promotion focus, which in turn was positively associated with both followers’ general and affective commitment to safety. Prevention focus mediated the positive relationship between a transactional active leadership style and both followers’ general and continuance commitment to safety. The implications of the findings for theory and practice are further discussed.