团队领导与团队有效性:基于社会认同理论的多层次研究

随着工作团队的广泛应用,团队有效性已成为研究者与管理者关注的焦点。团队领导作为影响有效性的关键因素,其作用机制得到研究者的日益关注。虽然团队领导的多层特征与中介机制已进入研究者的视野,但多层交互作用机制的实证探讨还较少;领导测量的情境性尚未得到充分关注。本研究在双通道团队变革型领导模型和社会认同理论基础上,提出基于团队、个体各自独立水平与两者交互层面的团队变革型领导作用机制模型。研究将在开发双通道团队变革型领导行为的情景判断测验基础上;通过企业问卷调查分阶段收集多源数据,整合多层结构方程与多层线性模型的数据分析,验证假设中的团队层面变量(团队聚焦变革型领导、关系认同、集体认同)与个体层面变量(个体聚焦变革型领导、领导成员交换、领导导向关系认同)之间的交互关系与边界条件,及对有效性的影响。研究结果一方面可拓展现有的团队领导理论,另一方面可为团队领导选拔等实践应用提供支持。     

Adaptation transculturelle de tests et échelles de mesure psychologiques : guide pratique basé sur les Recommandations de la Commission Internationale des Tests et les Standards de pratique du testing de l’APA

Thirty years ago, Vallerand (1989) wrote a pioneering article entitled “Toward a methodology for the transcultural validation of psychological questionnaires: Implications for research in the French language”, whose success has never failed, as well as its usefulness. However, considerable progress has been made in the field of test development and test adaptation since the publication of this article, notably with the publications (and their updates) of the ITC Guidelines for Translating and Adapting Tests (2017) by the International Test Commission, and of the Standards for Educational and Psychological Testing (2014) by the American Educational Research Association (AERA), the American Psychological Association (APA), and the National Council on Measurement in Education (NCME). Based on these two key references, the present article aimed to update the procedure proposed by Vallerand. Without claiming to replace these major references, on the contrary, our objective here is to propose a 10-step procedure for adapting tests and psychological measures originally developed for other cultures and/or languages, a sort of framework guiding in step-by-step manner the adaptation of tests and the validation of their scores.     

Repeated usage of a motorway automated driving function: Automation level and behavioural adaption

The user’s perspective on highly automated driving systems is mostly studied during first contact/single usage. However, with repeated usage, acceptance and usage of automated driving systems might change. For advanced driving assistance systems, change with growing system usage is studied as behavioural adaptation. This concept of behavioural adaptation is applied to highly automated driving systems. In a driving simulator study, N = 61 drivers used an automated driving system for motorways during six experimental sessions. The drivers were free to activate / deactivate the function as they liked and to spend driving time on self-chosen side tasks. Automation level was varied as a between-subject factor (L3 vs. L4). Results show a more positive evaluation of the L4 system and behavioural adaptation for both levels over the course of the six sessions. For most aspects, behavioural adaptation is independent of system level (e.g., for system evaluation, distribution of attention). Only for drivers’ reaction to requests to intervene, a strong impact of system level on the occurrence behavioural adaption can be found. The results are discussed with regard to the theory of behavioural adaptation.     

团队中帮助行为的多水平整合模型

团队中帮助行为包含团队成员个体帮助行为, 成员-成员的人际帮助, 以及团队帮助行为。既有研究聚焦于团队中个体帮助行为的积极作用, 忽视了施助者与受助者之间的二元关系影响、以团队为研究层级的帮助行为机理及团队中不同层级间的影响效应研究。研究提出团队中帮助行为的多水平整合理论模型框架, 认为未来研究应进一步探讨团队帮助行为的涌现溢出机制及团队中帮助行为可能存在的负面效应的内在心理机制。     

如何解决团队创新悖论?基于成员认知风格“组型”与“构型”视角的探究

如何提升团队创新绩效?这是近年来管理实践界与学术界共同关注的热门话题。鉴于创新是一项兼具“探索”与“利用”双元特征的活动, 懂得如何平衡二者之间的悖论关系就成为提升团队创新绩效的关键。基于成员认知风格的微观视角, 从“组型”与“构型”两方面探索了解决这一悖论关系的方法。具体而言：(1)成员认知风格组型与团队领导行为之间的互补效应有助于解决团队创新悖论; (2)在合理的“成员认知风格-工作角色要求”构型基础上, 营造良好的团队协作氛围, 有助于解决团队创新悖论。进一步地, 还基于阴阳哲学思想研究了解决团队创新悖论的内在机制。为论证相关理论命题, 将开展三个研究模块, 采用定量与定性相结合的研究方法对提出的研究模型进行检验。相关发现不仅有助于丰富从微观视角研究团队创新前因、悖论管理方法的理论成果, 还将为企业的创新管理实践提供建议。     

Empowering public service workers to face bystander conflict: Enhancing resources through a training intervention

Public service employees work in occupations that are accompanied with high psychosocial risks. Police, firefighters, and paramedics are increasingly being confronted with argumentative, conflicting bystanders that frustrate them in executing their task. We developed a resource‐enhancement intervention and tested its usefulness for securing employees’ effective functioning and well‐being in bystander conflict. In a simulation‐based pre‐test post‐test control group design, paramedics in the intervention condition received training about how to increase their resources in terms of conflict management efficacy, perspective taking, task support, and emotional support. For those in the control condition, no such training was provided. Comparing pre‐ and post‐test measures (n = 81) of the participants in the intervention and control groups, we found evidence that the intervention successfully increased employees’ resources over time. Moreover, we found considerable support for a positive link between these resources and employees’ affective well‐being and job dedication. Thus, our study suggests that a resource‐enhancing intervention can serve as an important means to protect public service employees against the deleterious effects of bystander conflict.

Practitioner points

• A resource‐enhancing intervention can protect public service employees against the deleterious effects of bystander conflict.
• Resources related to dealing with a hindering bystander, as well as resources facilitating the continuation of the primary task, are positively associated with employees’ affective well‐being, job dedication, and job performance.

     

What happens to our representation of identity as familiar faces age? Evidence from priming and identity aftereffects

Matching identity in images of unfamiliar faces is error prone, but we can easily recognize highly variable images of familiar faces – even images taken decades apart. Recent theoretical development based on computational modelling can account for how we recognize extremely variable instances of the same identity. We provide complementary behavioural data by examining older adults’ representation of older celebrities who were also famous when young. In Experiment 1, participants completed a long-lag repetition priming task in which primes and test stimuli were the same age or different ages. In Experiment 2, participants completed an identity after effects task in which the adapting stimulus was an older or young photograph of one celebrity and the test stimulus was a morph between the adapting identity and a different celebrity; the adapting stimulus was the same age as the test stimulus on some trials (e.g., both old) or a different age (e.g., adapter young, test stimulus old). The magnitude of priming and identity after effects were not influenced by whether the prime and adapting stimulus were the same age or different age as the test face. Collectively, our findings suggest that humans have one common mental representation for a familiar face (e.g., Paul McCartney) that incorporates visual changes across decades, rather than multiple age-specific representations. These findings make novel predictions for state-of-the-art algorithms (e.g., Deep Convolutional Neural Networks).     

Career calling and team member proactivity: The roles of living out a calling and mentoring

With the growing interest in the joint effects of individual and contextual factors in predicting team member proactivity, this paper examines why and when pursuing one's career calling can lead to team member proactivity. Drawing on the Work as a Calling Theory, we propose that “living out a calling” explains why employees' perceived career calling positively relates to team member proactivity and especially when the employee receives high levels of mentoring support. Our hypotheses are tested using a multisource and time-lagged study design with a sample of 296 dyads of Chinese employees and their direct supervisors. We found support for the mediating role of living out a calling (Time 2) in the positive relationship between perceiving a calling (Time 1) and team member proactivity (Time 3). Mentoring (Time 2) moderated the perceiving a calling and living out a calling link such that when employees received more mentoring, the relationship was positive, whereas under lower levels of mentoring, the relationship was negative. Similarly, the indirect relationship between perceiving a calling and team member proactivity through living out a calling was positive at higher levels of mentoring, but the relationship was negative at lower levels of mentoring.     

Can we adapt to highly automated vehicles as passengers? The mediating effect of trust and situational awareness on role adaption moderated by automated driving style

The emergence of highly automated driving technology provides safe and convenient travel while also causing user inadaptation. Therefore, based on human factors engineering, it is necessary to study highly automated vehicles (HAVs) that meet different user needs. Thus, this study aims to investigate the relationships between state anxiety, situational awareness, trust, and role adaptation. The adaptation model is constructed to conduct a study on the adaptation of HAVs with different automated styles when user roles change from driver to passenger. Simulated riding was conducted in the HAV experiment (N = 117), collecting scale data after each participant had experienced each automated driving style. A structural equation modeling approach was applied to analyze the adaptation model based on scale data. The results showed that there was a significant correlation between state anxiety, situational awareness, trust, and role adaptation. State anxiety has a significant negative predictive effect on trust, situational awareness, and role adaptation. In addition to its direct impact on role adaptation, state anxiety also has an indirect effect on role adaptation through situational awareness and trust. Furthermore, the automated driving style has been confirmed to have a moderating role in the relationship between the direct and indirect effects of state anxiety and role adaptation. Our findings contribute to multiple streams of the literature and have important implications for designing personalized automated driving to improve user acceptance.     

Computational modeling of organisational learning by self-modeling networks

Within organisational learning literature, mental models are considered a vehicle for both individual learning and organizational learning. By learning individual mental models (and making them explicit), a basis for formation of shared mental models for the level of the organization is created, which after its formation can then be adopted by individuals. This provides mechanisms for organizational learning. These mechanisms have been used as a basis for an adaptive computational network model. The model is illustrated by a not too complex but realistic case study.