创新期望差距与团队突破性创新：自我调节理论视角

本研究以自我调节理论为基础, 探讨团队领导的创新期望差距推进团队突破性创新的过程。根据实验结果以及一项多时点、多来源的问卷调查发现: 创新期望差距对领导创新投入产生U型影响; 领导创新投入中介创新期望差距与团队突破性创新之间的U型关系; 知觉资质过剩和组织晋升标准共同调节创新期望差距通过领导创新投入对团队突破性创新的影响, 具体地, 当领导知觉资质过剩高且组织实行相对晋升标准时, 创新期望差距通过领导创新投入对团队突破性创新施加更强影响。     

西方心育教学模式评介

本文探讨了心育与心育教学模式的意义 ;着重介绍了西方几种有代表性的心育教学模式 ,即布鲁纳的发现教学法、威廉姆斯的创造与情意教学模式、开放教室的教学模式与勒温的敏感性训练等 ;并与传统教学模式相比较 ,分析了西方心育教学模式的主要特征     

南北朝禅学

南北朝时代,禅学是佛教的重要修持方式,尤其是在北朝形成了相对稳定的禅师传承关系和禅僧群体,在南朝则是沿着长江两岸和浙东出现多处禅修基地,颇具时代特色。本文拟就南北朝禅学及其特点作一简要的论述。     

“先行组织者”教学策略在中学历史教学中的实验研究

“先行组织者”教学策略是奥苏伯尔提出的一种较为完善的教学理论。该研究运用自然实验的方法对该理论在中学历史教学中的实际效果进行了研究。结果表明:该策略能提高学生的学习与保持效果,而且它对学习的帮助主要是通过提高学生的理解能力而实现的。     

高师学生教学态度研究

对503名高师学生的教学态度进行问卷施测,结果显示:当前高师学生的教学态度是较积极、进步的,倾向人文取向的;性别、学科以及中学教学经验对高师学生教学态度有显著的影响,但当前的高师教育并未能有效促进学生养成积极的教学态度.     

图式与句式教学:一个转折复句的教学实验

本研究根据图式理论设计转折复句的教学实验。实验对象是54个小学五年级的学生。研究发现：实验组无论在转折复句的辨认、改正和写作的表现．都明显地优于控制组。其中以改正能力的差异最明显,而且辨认、改正和写作能力的相关系数也很高。     

教材内容的情感性分析及其处理策略

人们对教材的教学心理学分析研究相对较少,仅有的也多囿于认知维度。奥苏贝尔在其意义学习理论框架下研究了教材的意义性及其学习条件问题,并提出了著名的处理教材内容的先行组织者策略,然其研究仍属认知维度。其实,教材也是构成教学中情感现象的一个重要源点,对其进行情感性分析研究,将有助于从情感维度系统优化教学。故本文对教材内容进行较系统的情感分析,归纳为蕴涵显性、隐性、悟性和中性情感因素的四大类,并在教学实验     

冲突对绩效的影响：个体、团队宜人性的调节作用

以往个体和团队冲突研究主要考察了个人特征或团队特征对冲突结果的影响, 而尚未充分关注冲突管理过程中个体特征与团队特征间的交互效应。基于个人-团队匹配理论, 本研究探讨了个体层面宜人性与团队层面宜人性异质性对团队中个体冲突(关系冲突、任务冲突)和工作绩效间关系的影响。基于来自64个银行服务团队(包含339名下属和64名主管)的多来源、多时点纵向数据, 本研究所得结果显示：(1)关系冲突显著负向影响工作绩效, 任务冲突对工作绩效的影响不显著。(2)个体宜人性能够显著减弱关系冲突对工作绩效的负面影响, 而增强任务冲突对工作绩效的正向影响。(3)关系/任务冲突、个体宜人性和团队宜人性异质性间存在着三重交互效应, 共同影响工作绩效。具体而言, 当团队宜人性异质性水平较低时, 个体宜人性对关系/任务冲突与工作绩效间关系的调节作用更加显著。     

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.     

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.