新瓶旧酒或推陈出新：包容性领导是一种独立的领导类型吗？

包容性领导是解决当前职场中员工多样性问题的一种新型领导类型。由于领导类型众多且存在交叉重叠现象,包容性领导是否是一种独立的领导类型值得检验。176份纵向调查数据分析结果表明：与变革型领导、交易型领导和家长式领导相比,包容性领导具有独立的概念结构,在对领导成员交换和工作满意度的预测上具有显著的增进效应和优势效应。     

The Leadership of Service

Using experiences at Memorial University of Newfoundland as a basis, this essay suggests that leadership should be an expectation of professional academics in all the categories of their work, namely teaching, research and service. The desirability of developing the leadership of service in particular is advanced as an appropriate expectation for faculty members career progress. Developing a general leadership ethos is both philosophically appropriate and practically advantageous in collegial organisations.     

Personality traits in leadership tasks

A common factor analysis was performed on the four personality dimensions measured by the Myers-Briggs Type Indicator (MBTI) and questionnaire measures of preferences for the four leadership tasks, Production, Administration, Enterprising, and Integration, described by Adizes. The sample was 1040 Norwegian adults. Three factors showed distinct common variances among the task preferences and the personality traits in a way that supported the construct validity of the traits. The implication of logical consistency among constructs based on self-report data is discussed, and it is argued that such concepts are valid and necessary at both personal and organisational levels although they may not predict performance as exactly as one might want for example in personnel selection.     

Assessing Leadership Potential with a Biographical Measure of Personality Traits

The aim of this study was to demonstrate the feasibility of biographical inventories free of the limitations common to many current biographical measures by constructing and validating an inventory composed of homogeneous scales, with item content that is factual and fair, to assess personality traits predictive of leadership. The experimental inventory, with tentative scales for Dominance, Emotional Stability, Need for Achievement, Self-Confidence, and Sociability, was administered to incoming midshipmen at the US Naval Academy and item analyzed. The validity of the final scales was appraised against subsequent peer ratings of the traits and of leadership shortly after entering the Academy; military performance grades, and midshipman rank and leadership position at the Academy; and recommendations for promotion after graduating and serving as an officer. The Sociability, Dominance, and Need for Achievement scales demonstrated convergent and discriminant validity, and all of the scales except Self-Confidence correlated with the leadership criteria. The Sociability scale’s consistent correlations with several of the leadership criteria, including a nontrivial correlation (r = 0.28) with the leadership peer rating, implies that this measure may be useful in assessing leadership potential.     

Popular Politics and the Clinton/Lewinsky Affair: The Implications for Leadership

The Clinton/Lewinsky scandal unfolded in an era of "new media" politics that presented fresh and often unanticipated challenges for presidential leadership. New media actors, such as call-in talk radio and TV hosts, tabloid journalists, and Internet gossip columnists, played a significant role in scandal politics. They influenced the framework within which stories were reported and perceived by the public. New media channels, in particular, framed the events leading up to the presidential impeachment in terms of dramatic, prime time–style entertainment. This entertainment news frame allowed citizens to compartmentalize their perceptions of President Clinton as a leader versus a private individual involved in a sex scandal. Media Politics can explain, at least in part, President Clinton's strong job performance evaluations in the midst of one of the most publicized political scandals of the century.     

领导与微观管理的效果

领导的功能就在于实现组织的目标。但是他们却很少考虑以什么样的方式来指导其下属 ,以及他们的领导行为的后果。企业中员工及基层管理人员的最大抱怨就是针对他们上级的微观管理。微观管理或许是企业中值得探讨的最大问题之一。     

Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity

Drawing on the componential model of creativity (Amabile), we examined how shared leadership and a formally appointed leader's transformational leadership jointly cultivate team creativity in two studies. We conducted an experiment with a sample of 109 undergraduate students (32 teams) enrolled in a business plan competition (Study 1) and a field survey based on multisource, time-lagged data collected from 251 full-time employees working on 64 research and development teams (Study 2). The results from both studies revealed that shared leadership enhanced team members’ individual creative self-efficacy and individual creativity, which in turn improved team creativity. Moreover, the results from Study 2 showed that a formally appointed leader's use of different transformational leadership behaviors had different impacts on individual and team creativity. Individual-focused transformational leadership strengthened the positive effect of shared leadership on team members’ average individual creativity, whereas group-focused transformational leadership facilitated the translation of teams with high average individual creativity into teams with high levels of team creativity. The theoretical and practical implications of the findings are discussed.     

Positive Psychological States and Employee Creativity: The role of Ethical Leadership

This study explores a new theoretical model of employee creativity by investigating the impact of ethical leadership on creativity mediated by creative self-efficacy and psychological safety. Data collected from 200 supervisor–subordinate dyads in Pakistan reveal that ethical leadership is positively related to creativity. Further, psychological safety partially mediates the relationship between ethical leadership and creativity. However, creative self-efficacy is found insignificant in the relationship between ethical leadership and creativity. The study discusses research and practical implications of the proposed new theoretical framework with regard to employee creativity.     

Core Job Characteristic and Uncertainty Avoidance: Into the Black Box of Transformational Leadership Effect on Creativity

Drawing upon the job characteristic model and the “management of meaning” perspective, this study examines the process and conditions through which transformational leadership fosters employee creativity. Our results reveal that the effect of transformational leadership on creativity is mediated by employees’ perceptions of core job characteristics (variety, identity, significance, autonomy, feedback). This mediation effect is further moderated by employees’ uncertainty avoidance orientation. Specifically, transformational leaders foster creativity through followers’ perceptions of core job characteristics only among employees low on uncertainty avoidance. The association between enhanced job characteristics and creativity is more positive for employees with low uncertainty avoidance orientation than those with high uncertainty avoidance orientation. Implications and future research directions are discussed.     

A multiplex view of leadership structure in management teams

In the hope of complementing the structural perspective in upper echelon research and advancing a fine-grained understanding of dyadic leadership influence in management teams, the current study combines two types of intrateam structures—leadership network and friendship network—to create a multidimensional conceptualization of leadership structure in management teams. Specifically, we propose that management teams with a denser singular leadership network (i.e., a network consisting of many leadership ties that are not coupled with friendship ties) should have lower management team cohesion, which subsequently renders worse business unit performance. To contrast, management teams with a denser multiplex network (i.e., a network consisting of many leadership ties that are coupled with friendship ties) should have higher management team cohesion, which subsequently renders better business unit performance. Guided by structural contingency perspective, we further propose that management team task interdependence will strengthen team cohesion's positive impact on business unit performance. To test the hypothesized model, we collected team-level social network data and multiple-wave survey data from 697 managers nested in 148 hotels (i.e., 148 management teams) owned by a large hospitality company. We also obtained objective performance data for each hotel (i.e., occupancy percentage rate and revenue per available room per day) as the criterion measure. The data supported our hypotheses. The theoretical and practical implications of our findings are discussed.