A multilevel, identity-based approach to leadership development

A frontier of leadership development is examined involving the respective roles of levels-of-analysis and identity in constructing an integrated development system. An approach is described in which individual and relational leadership identities are the focus of developmental efforts at lower organizational levels (e.g., individual contributor and first-level supervisor) but collective identities become the focus at higher levels (e.g., general manager and above). The separate areas of levels-of-analysis and leader identities are first discussed in terms of their respective relevance to leadership development. These are then discussed jointly in elaborating on a proposed development approach that integrates across organizational levels as well as levels of development (i.e., leader development and leadership development). In developing collective leadership identities, processes that involve participants in engaging across boundaries (functional, hierarchical, geographical) are recommended.     

In Pursuit of Greatness: CEO Narcissism,Entrepreneurial Orientation,and Firm Performance Variance

Building upon the perspective that narcissism is a leadership trait with both ‘bright’ and ‘dark’ sides, the present study examines the question of whether companies led by narcissistic CEOs exhibit higher levels of entrepreneurial orientation (EO). Moreover, this research examines whether EO partially explains why narcissistic CEO‐led firms experience greater variability in firm performance. Using survey data collected from 173 CEOs, and an archival measure of firm performance variance, we find support for our model. These findings offer an improved understanding of how CEO narcissism influences performance variance, and why the firms they lead may even, at times, be viewed as on a path to success. Study implications are discussed.     

Leader development in work and volunteer contexts: Expected practice and unexpected opportunities

Our knowledge and practice of leader development is grounded mostly in leadership at work, with little focus on the common experience of leading both work and in a volunteer context. To better understand how leaders develop as a result of leading not only in work but also in volunteer roles, we interviewed 40 leaders and sought to understand their motivation to lead in multiple domains, their process of development, and their outcomes of development. Our findings show that leading in multiple domains – at work and in volunteering contexts – plays an important role in leader development. Specifically, leaders develop through both expected practices (such as learning and developing new skills) and through unexpected opportunities that represent new opportunities to lead, exposure to new people and ideas, and new perspectives. Further, as a result of leading in both work and volunteering contexts, leaders reported developing a more integrated sense of themselves as “whole persons” as they engaged in both expected and unexpected development. We discuss ways in which a volunteering-based approach to leader development may open other important avenues for leader development beyond intentional, workplace-based approaches.     

网络顾客口碑传诵传播框架研究：中间人效应

口碑传颂（WOM）是当今最有力量、最具说服力的传播方式之一。本文在回顾口碑传颂研究现状的基础上,首次加入了中间人角色,提出了以口碑制造者,中间人和接收者3方面组成的网络口碑传颂的传播框架模型,以网络群体作为测试对象,检验了口碑传颂网络中不同角色的行为特征,对口碑营销有实际的借鉴意义。     

How CEO narcissism affects earnings management behaviors

This study examined whether chief executive officers’ (CEOs) with narcissistic tendencies are more likely to execute earnings management behavior because of pressure to fulfill earnings thresholds. The results revealed that a CEO who exhibits high narcissism is more likely to be involved in earnings management to compensate for her/his performance. Our findings suggest that CEO narcissism directly influences financial decisions. Considering the earnings thresholds, firms with a more narcissistic CEO experience a regulatory effect on real earnings management behavior. Studies have indicated that CEOs manipulate earnings to satisfy three primary earnings thresholds: prior year’s reported earnings, zero earnings, and analysts’ forecasts. Our empirical results provide further evidence that CEOs engage in earnings management to fulfill positive earnings thresholds and analysts’ forecasts. We infer that CEOs use the abnormal production cost method as an underlying mechanism to increase reported earnings. Our findings help clarify the relationship between CEO personality traits and earnings manipulation to assist investors with decision-making.     

Networks and leadership development: Building linkages for capacity acquisition and capital accrual

Social networks can aid the leadership development process through facilitating access to important developmental assignments and the acquisition of capabilities to handle associated challenges. Although much of the traditional focus of leadership development has been on building intrapersonal capabilities, functioning effectively as a leader necessitates the development of interpersonal capabilities associated with dyadic ties and relational capabilities associated with patterns of ties within networks. Such capabilities allow aspiring managers to accrue not only human capital, but social and system capital as well. Aspiring managers can tap task, career, and friendship/support networks to aid developmental and career success. Structure factors, including strategic choices, network characteristics, and the technological interface moderate the ability of managers to convert potential network contacts into significant leadership development and capital accrual. Personal factors also influence leadership development prospects. Overall, there are many ways in which network concepts associated with dyadic and relational levels of analysis can facilitate addressing the challenges that are key to leadership development.     

Impact of CEO narcissism and hubris on corporate sustainability and firm performance

To explore the personality traits and corporate strategy of chief executive officers (CEOs), this study investigates how narcissistic and hubristic tendencies in CEOs affect the relationship between corporate sustainability practices (CSP) and firm performance. The primary purpose is to examine whether CEO narcissism and hubris can moderate the effect of corporate sustainability on firm performance. We investigate the influence of corporate sustainability on firm performance in three dimensions: economic, environmental, and social. The relationship between the mechanisms of supervision and agency theory is explored to assist investors in decision making. The results of this study show that compared to narcissistic CEOs, hubristic CEOs will further enhance the positive influence of CSP on corporate performance, especially in the environmental and social dimensions. This research strengthens the literature on CEO narcissism and hubris by demonstrating that CEO personality traits influence the relationship between corporate sustainability practices and firm performance.     

Narcissism and Empowerment: How Narcissism Influences the Trickle-Down Effects of Organizational Empowerment Climate on Performance

The present study proposes a trickle-down model of employee empowerment in which empowerment climate at the organization level is positively related to the empowering leadership of team leaders and ultimately to individual task performance. Importantly, we hypothesize that team leaders’ and members’ narcissism can respectively inhibit and enable the cross-level empowerment process by affecting the intended distribution of decision-making authority and resources between team leaders and members. The analysis of data from 834 team members of 189 teams in 46 organizations reveals that organizational empowerment climate is positively related to team leaders’ empowering leadership when they are less narcissistic. Empowering leadership is positively related to individual task performance when team members are highly narcissistic. Finally, we observe that the combination of less narcissistic leaders and more narcissistic members is a condition under which the indirect effect of organizational empowerment climate on individual task performance through empowering leadership is positive.     

The impact of follower narcissism and LMX perceptions on feeling envied and job performance

Feeling envied is often an unfortunate consequence of excelling at one’s job. Despite much evidence that envied employees are the targets of resentment and hostility, little is known regarding the antecedents and consequences of feeling envied in the workplace. The current study addresses (1) the effect of employee narcissism on feeling envied, (2) the interactive effect of narcissism and leader-member-exchange (LMX) on feeling envied, and (3) the relationship between feeling envied and performance. Hypotheses were tested using a sample of 20 locations of a restaurant chain (N = 184) and were supported. Specifically, narcissism positively affects feeling envied, which in turn negatively affects performance. Simple slopes analyses indicate that high narcissism and high LMX result in the highest levels of feeling envied while low narcissism and high LMX result in the lowest levels of feeling envied.     

Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice

A significant body of research has described effective leader behaviours and has connected these behaviours to positive employee outcomes. However, this research has yet to be systematically integrated with organizational justice research to describe how leader behaviours inform justice perceptions. Therefore, we conduct a meta‐analysis (k = 166, N = 46,034) to investigate how three types of leader behaviours (task, relational, and change) inform four dimensions of organizational justice (procedural, distributive, interpersonal, and informational) referenced to the leader and to the organization. Further, we examine the joint impact of leader behaviours and justice perceptions on social exchange quality (i.e., leader–member exchange), task performance, and job satisfaction. Our results suggest that leader behaviours differentially inform leader‐ and organization‐focused justice perceptions, and the joint effect of leader behaviours and justice perceptions offer more nuanced explanations for outcomes.     

差错汇报是福是祸?员工差错汇报的多重后效探究

犯错在工作中并不鲜见。在犯错之后,员工常担心揭露自我差错会带来消极影响,从而更倾向于掩盖差错。但是,汇报自我差错是否一定带来消极影响呢?本研究构建了差错汇报的多重后效模型,从三个方面分析差错汇报的影响效果。具体地,本研究提出差错汇报可以通过降低员工的反刍和焦虑感,从而提升工作满意度;差错汇报虽然会降低领导对下属的能力评价,从而降低领导信任,但差错汇报同样会提高领导对下属的正直评价,进而提高领导信任;差错汇报还可以提高成员反思,促进团队反思氛围建立,进而提升团队任务绩效和团队创造力。差错严重性反映了所犯差错可能带来的后果,会作为重要的边界条件进一步影响上述关系。通过对差错汇报多重后效模型的构建,本研究有助于形成对个体差错汇报影响效果的系统把握,也为员工在工作中出现差错后的应对方式提供参考。     

领导者攻击型幽默对员工偏差行为的影响

本研究探讨了领导者攻击型幽默对员工偏差行为的影响,以及心理契约违背的中介作用和敌意归因风格的调节作用。对325份员工-同事配对问卷调查数据进行分析,结果表明:领导者攻击型幽默与员工的领导指向偏差行为、组织指向偏差行为均显著正相关,心理契约违背在这一关系间起部分中介作用,敌意归因风格正向调节领导者攻击型幽默与心理契约违背的关系,即敌意归因水平越高,领导者攻击型幽默对心理契约违背的正向作用越强。此外,敌意归因风格正向调节领导者攻击型幽默影响领导指向偏差行为和组织指向偏差行为的间接效应,即敌意归因水平越高,领导者攻击型幽默通过心理契约违背影响领导指向偏差行为和组织指向偏差行为的间接效应越强。     

CEO自恋对创新绩效的影响研究 ——基于企业异质性的调节作用

从CEO心理特征视角出发,探究了CEO自恋与企业创新绩效之间的关系。以2011—2016年A股135家上市公司的纵向数据为样本,通过广义估计方程模型进行实证检验。研究发现:CEO自恋对企业创新绩效具有显著促进作用。进一步研究发现,CEO自恋对企业创新绩效的影响受到企业异质性的调节作用:相比小规模企业,大规模企业中CEO自恋对创新绩效的促进作用更显著;相比低财务杠杆企业,高财务杠杆企业中CEO自恋对创新绩效的促进作用更显著;相比非国有企业,国有企业中CEO自恋对创新绩效的促进作用更显著。     

Stochastic leader–follower DEA models for two-stage systems

Data envelopment analysis (DEA) is a non-parametric approach for measuring the relative efficiencies of peer decision making units (DMUs). In recent years, it has been widely used to evaluate two-stage systems under different organization mechanisms. This study modifies the conventional leader–follower DEA models for two-stage systems by considering the uncertainty of data. The dual deterministic linear models are first constructed from the stochastic CCR models under the assumption that all components of inputs, outputs, and intermediate products are related only with some basic stochastic factors, which follow continuous and symmetric distributions with nonnegative compact supports. The stochastic leader–follower DEA models are then developed for measuring the efficiencies of the two stages. The stochastic efficiency of the whole system can be uniquely decomposed into the product of the efficiencies of the two stages. Relationships between stochastic efficiencies from stochastic CCR and stochastic leader–follower DEA models are also discussed. An example of the commercial banks in China is considered using the proposed models under different risk levels.     

The interactive effect of LMX and LMX differentiation on followers’ job burnout: evidence from tourism industry in Hong Kong

Building on the conservation of resources theory, we posit that leader–member exchange (LMX) serves as a valued resource to reduce followers’ job burnout. Informed by the theoretical arguments of reference group theory and norm of equality, we further propose two sets of competing hypotheses to test whether LMX differentiation within teams enhances or dampens the effect of LMX on relieving job burnout. Using a sample of 288 travel agents in Hong Kong, we find a negative relationship between LMX and emotional exhaustion. In support of the prediction of norm of equality, the results show that the negative relationships between LMX and emotional exhaustion and between LMX and diminished sense of personal accomplishment were stronger when LMX differentiation was low. Implications for theory and managerial practice and future research directions are discussed.     

Leader–member exchange and guanxi are not the same: differential impact of dyadic relationships on fit perceptions,helping behavior,and turnover intention

Extant literature on person–environment fit has underlined the positive impact of leader–member exchange (LMX) on person–supervisor (PS) fit. We challenge this assumption and propose that LMX, which captures the working relationship between employees and their managers, is more strongly associated with person–organization (PO) fit, not PS fit. We further propose that the personal aspect of the relationship between employees and their managers, namely supervisor–subordinate guanxi, is more strongly associated with PS fit than LMX. Finally, we theorize that LMX and supervisor–subordinate guanxi will be associated with turnover intention and helping behavior targeting the supervisor, respectively, through their differential impact on PO and PS fit. Data collected from 267 leader–member dyads in 17 companies in China using a two-wave procedure supported our hypotheses. These results have implications for theories on the multi-dimensional nature of the person–environment fit as well as research differentiating LMX and supervisor–subordinate guanxi.     

The persistent link between growing talent and growing the top line: lessons from fast-growing firms in the COVID-19 recession

We examined Fortune Magazine’s 100 Fastest Growing Companies of 2018 and found 32 firms still listed in Fortune’s updated 2019 list. The "Persistent 32" are still growing in the first half of 2020, as the COVID-19 recession continues. As a whole they have added to headcount over the long expansion (2013–2019) and continue to hire aggressively. We focus on how a commitment to building talent and growth sets them apart in this pandemic, how they represent a focus on human capabilities; how their investments contribute to organizational change and renewal; and how the leader plays new roles as marketplace insight visionary and chief safety officer. We draw lessons from the "Persistent 32" and outline steps top teams can take now to build talent and grow the firm.     

Workfare,welfare, agency,and well-being

Workfare programs are state-instituted programs that require able-bodied persons with children of school age who wish to claim welfare payments to participate in job training programs, and, eventually, to enter the work force. The philosophy of workfare is based on the value of work and the goal of self-determination. However, as a mandatory program for welfare recipients, workfare requires of those recipients certain duties which, according to those who challenge workfare, interfere with the freedom to choose what one will do with one's life. Whether some form of workfare will be adopted as part of our national welfare system remains to be seen. What the debate about such a program suggests is that welfare, in itself, by ignoring the necessity of security and education for full human agency, neither satisfies basic needs nor prepares its recipients for any life other than that of dependency. With all its difficulties workfare nevertheless presents an alternative to welfare that, at least in theory, more closely identifies its purpose with the values of our society.