Élaboration d’une représentation des comportements contre-productifs dans les équipes dirigeantes d’organisations

Despite the important role top management teams play in the success of organizations, counterproductive behaviors taking place in those teams remain unrepresented in literature. This qualitative, inductive, and exploratory study aims to develop a representation of potentially harmful behavior to top management team functioning. Interview has been conducted with eight retreated top management team members. Following a thematic analysis, counterproductive behaviors were identified and organized in seven distinct patterns of behaviors. This study offers a representation of counterproductive behavior specific to top management teams, which was lacking in scientific and professional literature. Interventions from the top management teams’ leaders and consultants are discussed.     

Leadership laissez-faire,menace identitaire et engagement organisationnel

Research on the impact of supervisors’ laissez-faire leadership, a frequent form of passive leadership, is still in its infancy. In the present study, we explore the possibility that laissez-faire leadership by supervisors engenders a feeling of threat among employees regarding their organizational identity. In other words, the lack of attention given to employees by supervisors would create the feeling among employees that their identity as members of the organization is devalued. This perceived identity threat would result in reduced affective, normative, and continuance commitment. We examined these hypotheses in a study using three measurement times, with a time interval of three months. Based on a final sample of 300 participants and latent variable structural equation modeling analyses, the results indicate that supervisors’ laissez-faire leadership engenders a perceived identity threat among employees, which then contributes to reduce affective, normative, and continuance commitment. Finally, laissez-faire leadership was also directly and negatively related to continuance commitment. We discuss how these findings contribute to enhance our understanding of the effects of laissez-faire practices by supervisors.     

道德认同对大学生亲社会行为倾向的影响：共情的中介作用和正念的调节作用

采用道德认同量表、人际反应指针量表、亲社会行为倾向量表和五因素正念度量表对533名大学生进行调查,探讨道德认同对大学生亲社会行为倾向的影响机制。结果表明：（1）道德认同的两个维度—道德认同内化和道德认同符号化均能正向预测大学生亲社会行为倾向;（2）共情在道德认同内化和符号化对大学生亲社会行为倾向的影响过程中起部分中介作用;（3）正念在道德认同内化和符号化通过共情对大学生亲社会行为倾向的影响过程中起调节作用,正念减弱了道德认同符号化对亲社会行为倾向的正向影响,增强了共情对亲社会行为倾向的正向影响。     

团队行动中反思与团队创新关系研究的动态视角——认知与情绪的双元路径

在复杂变化的市场环境中, 在我国实施创新驱动战略的背景下, 企业的长远发展需要依赖于团队创新以建立独特竞争优势。通过对已有团队反思与创新关系研究的梳理, 发现了二者间关系的黑箱, 理论认为回顾过去能够带来新思想和新变化, 然而针对其如何实现的过程机制的实证研究却十分匮乏。基于此, 在传统的行动后反思的思想基础上, 本研究提出团队行动中反思在概念内涵和实证测量上的区别, 检验行动中反思和行动后反思在不同创新阶段的差异性作用, 动态性分析创意形成和创意实施的行为结果, 通过整合动机性信息加工理论和情绪的社会功能视角, 提出认知层面的信息处理和情感层面的团队情绪这两种机制的耦合方式, 构建团队反思影响创新的整体模型, 并深入探讨影响作用的过程机制和边界条件, 以及对各阶段关系上情境因素的调节作用进行全面的分析, 为反思与创新理论和实践做出贡献。     

Religious Identity-Inconsistent Attending: Its Correlates and Political Implications

The foundation of religious measurement in surveys presumes that individual religious affiliation (“What is your present religion, if any?”) accurately describes the religious community in which respondents are involved. But what if it doesn't? In a recent survey of 4,000 Americans, we asked whether their current congregation matches their religious identity and about a fifth of Americans indicated that it does not. We document the degree of this inconsistency, its correlates, and its implications, focusing primarily on the politics that congregants are exposed to from clergy and the attitudes they hold about salient political matters. The identity-inconsistent attenders often vary significantly from identity-consistent attenders, which serves to introduce considerable measurement error in the use of a religious tradition measure to depict American religion. The results suggest that salient disagreement induces a sizable population to migrate to a congregation outside their religious identity.     

The analyst's anxieties in the first interview: Barriers against analytic presence

To answer the questions: why don't more people enter analysis and how do we get more people to do so? Attention is drawn to anxieties in the analyst that become obstacles to the initiation of analysis. The main focus of the paper is how to understand why analysts, irrespective of patient characteristics, seem to have resistances against embarking on analysis. Being a meeting between strangers the consultation activates strong emotional reactions in both parties. One way of coping is defensively to diagnose, assess and exclude instead of being present as an analyst. The analytic frame of a consultation is ambiguous, and a secure analytic function is needed in order to meet the openness and unpredictability of this frame. A fragile psychoanalytic identity is seen as central to analysts' failure to create an analytic practice; it takes years to develop and maintain a robust analytic function, and analytic work continues to cause disturbing emotional reactions in the analyst. Analysts' vulnerable identity is also linked to the history of psychoanalysis that has fostered an ideal of analytic practice that is omnipotent and impossible to reach. Therefore it is no wonder that attempts to reach a convinced recommendation of analysis can become diverted in the process of consultation. Confronting these inner impediments in order to strengthen the analytic identity is suggested as a better way to get more analytic patients than to keep looking for so‐called analysability in patients.     

Selecting a patient or initiating a psychoanalytic process?

The defences provoked in the analyst by the anxieties associated with the difficult tasks of ‘assessment’ and ‘selection’ for psychoanalysis can result in a tendency to think in terms of ‘hurdles to be cleared’ by potential psychoanalytic patients, rather than ‘opening the gates’. This can result in a diminution of the analyst's capacity to enlist and sustain a psychoanalytic stance. Only within a psychoanalytic frame can a meaningful psychoanalytic process unfold, at all stages of a potential patient's movement from their first contact through to, possibly, entering into an analysis. The author illustrates the value of this thinking by describing the work of the London Clinic of Psychoanalysis where there has been a shift of emphasis in psychoanalytic consultation towards working with individuals on their potential to initiate a psychoanalytic process, and away from the sole aim of ‘selection of a suitable patient’. In this paper, the author notes that when institutional culture and practice supports psychoanalytic identity, this makes it more possible to recognize and articulate the anxieties provoked by the ‘emotional storm’ inevitable in psychoanalytic consultation, and the draw towards unhelpful enactment that may otherwise obscure the initiation of a psychoanalytic process that may or may not result in analytic treatment. Illustrative case material from the Clinic is presented.     

Team Proactivity as a Linking Mechanism between Team Creative Efficacy,Transformational Leadership,and Risk‐Taking Norms and Team Creative Performance

Despite the growing body of research on creativity in team contexts, very few attempts have been made to explore the team‐level antecedents and the mediating processes of team creative performance on the basis of a theoretical framework. To address this gap, drawing on Paulus and Dzindolet's (2008) group creativity model, this study proposed team creative efficacy, transformational leadership, and risk‐taking norms as antecedents of team creative performance and team proactivity as an intervening mechanism between these relationships. The results of team‐level regression analyses conducted on the leaders and members of 103 Korean work teams showed that team creative efficacy and risk‐taking norms were positively associated with team creative performance. Furthermore, the relationships between team creative efficacy and team creative performance and between risk‐taking norms and team creative performance were mediated by team proactivity. These findings offer new insights regarding the antecedents and the mediator of creative performance in team contexts and important implications for theory and practice.     

The Role of Identity Integration in Enhancing Creativity Among Mixed‐Race Individuals

Identity integration among bicultural individuals refers to the perception that their two cultural identities are compatible. Previous research has shown that identity integration is likely to lead to enhanced creativity. However, this research was conducted among first‐ and second‐generation immigrants, but not among mixed‐race individuals. The current research examined identity integration and creativity among mixed‐race individuals. We also explored the role of integrated identity experiences at home. We found that identity integration was related to increases in creativity; and this was partly mediated via integrated identity experiences at home. Our findings suggest that positive bicultural experiences at home may create a context for the individual to integrate their biracial identities; and this is ultimately beneficial for creativity.     

Influences on my clinical practice and identity. Jungian analysis on the couch–what and where is the truth of it?

The author considers the various influences that have shaped his clinical practice and particular identity as a Jungian analyst. It is hoped that the sharing of these observations will, like a shard of a hologram, reflect aspects of the Jungian community as a whole. The author also attempts to put Jungian analysis ‘on the couch’ by looking at the current debate in the Journal between traditional and relational psychoanalysis. This is compared to the discourse that philosophy has been struggling with for centuries concerning the nature of truth.