To Empower or Not to Empower? Multilevel Effects of Empowering Leadership on Knowledge Hiding

It is widely acknowledged that knowledge hiding persists and has detrimental effects in service organizations. With organizations increasingly becoming team based, understanding the interactions between supervisor and team members especially how team- and individual-level empowering leadership behaviors influence followers’ knowledge hiding is important. Using data on 527 followers from 60 departments in 19 Chinese hotels, the study proposes a multilevel model to examine the manifestation of two types of empowering leadership (individual-focused and differentiated empowering leadership) and the dual-level processes on followers’ knowledge hiding. Results show that differentiated empowering leadership is positively related to followers’ knowledge hiding via group relational conflict, whereas individual-focused empowering leadership is negatively related to followers’ knowledge hiding via their psychological safety. In addition, follower’s psychological safety buffers the positive relationship between group relational conflict and followers’ knowledge hiding. We discuss the implications on both theory and practice of empowering leadership on knowledge hiding.     

Being ignored at work: Understanding how and when spiritual leadership curbs workplace ostracism in the hospitality industry

Drawing on the conservation of resources theory, the present study theorizes that spiritual leadership is negatively related to workplace ostracism, both directly and indirectly via job social support and that employees’ justice orientation moderates the negative relationship between spiritual leadership and workplace ostracism. Based on time-lagged (three waves, two months apart) survey data collected from 252 hospitality employees, our findings reveal that spiritual leadership is negatively associated with workplace ostracism, both directly and indirectly via job social support. We also find that justice orientation strengthens the negative relationship between spiritual leadership and workplace ostracism. These findings not only highlight core theoretical contributions towards the existing literature on spiritual leadership, job social support, justice orientation, and workplace ostracism but also offer useful practical implications for hotel managers concerned about the repercussions of workplace ostracism for employees’ and organizations’ outcomes.     

赋能型领导对员工创造力的影响：个人学习与成就动机的作用

以创造力理论为基础,探究赋能型领导对员工创造力的作用机制,检验个人学习的中介作用和成就动机的调节作用。通过采用验证性因子分析、层次回归分析和Bootstrap法,对收集的309份问卷进行分析。研究结果表明:①赋能型领导对员工创造力有正向影响作用;②个人学习在赋能型领导和员工创造力之间发挥部分中介作用;③成就动机调节了赋能型领导与员工个人学习之间的关系,且被调节的中介模型得到了验证。     

共享型领导对员工建言行为的影响 ——员工权力感的中介作用

本文探讨了共享型领导对员工建言行为的影响,以及员工权力感的中介效应和差错风险承担、角色自我效能感的调节作用,丰富了员工建言行为、共享型领导的相关理论并给出了相应的实践建议。以上海多家企业中的员工以及其直属上级领导作为研究对象,通过194对领导-下属有效调查问卷分析得出了以下结论:①共享型领导对员工的促进性建言与抑制性建言都有显著的正向预测作用;②员工权力感在共享型领导与员工建言行为之间存在中介作用;③差错风险承担在员工权力感与促进性建言之间存在调节作用,角色自我效能感在员工权力感与抑制性建言之间存在调节作用。本文在此研究结果的基础上进行讨论并给出相关管理建议。     

员工企业社会责任感知影响人力资源管理效能？—基于领导行为的协同中介

通过对贵州、广东和福建3个省80家企业1148名员工进行调研,基于员工对企业社会责任、领导行为感知对人力资源管理效能带来积极影响为研究问题构建了一个中介模型。企业社会责任在组织微观层面的内涵越来越得到企业的重视,实现了员工的企业社会责任由产出需求转向投资视角,成为企业满足员工工作需要和工作资源的参照标准体系,有利于提升企业人力资源管理效能。本文研究发现:企业社会责任分别从企业经济责任、法律责任、伦理责任和自行裁量责任影响人力资源管理效能;变革型领导和交易型领导对企业社会责任和人力资源管理效能具有协同中介作用。研究结论对于企业社会责任、领导行为和人力资源管理三者匹配具有重要的理论和现实意义。     

国家治理能力现代化下领导行为转变研究

实现国家治理体系和治理能力现代化离不开科学的领导方式和现代化的领导理念。新时期,领导干部要开阔思维,增强自身能力建设,形成与治理能力现代化相适应的领导新理念、新方法,实现从"管理"走向"治理"的领导行为方式转变。"治理"是对管理的继承与创新,治理强调控制少一些,引导多一些,"治理"要求领导干部要善于突破管理的桎梏,努力推进组织、制度、奖惩等管理要素的升级;同时要求领导干部沿着价值新方向不断探索,发挥愿景、利益和魅力的作用。     

仆从领导文化与企业声誉管理

本文将Grahame企业声誉的理论模型运用于仆从领导文化与企业声誉管理内在关系的研究。通过对仆从领导的“齿轮传动模型”的阐释,本文分析了仆从领导文化与企业声誉管理相关的四个特征,即领导知名度、员工参与度、顾客满意度与社区和谐度,揭示了企业文化作用于企业声誉管理的“光环效应”。     

A Cross-Cultural Examination of the Endorsement of Ethical Leadership

The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments. Christian J. Resick is Assistant Professor of Industrial and Organizational Psychology at Florida International University. His research is aimed at understanding how people interact with and influence various aspects of their work environments, including cultures, climates, leaders, and teammates along with the implications for various aspects of organizational behavior. A particular focus of Christian’s work examines ethical leadership and the critical linkages between leadership and organizational ethics. He received his Ph.D. from Wayne State University. Paul J. Hanges is a professor in the Department of Psychology at the University of Maryland and the head of the Industrial/Organizational Psychology program in the department. He is an affiliate of the Cognitive Psychology program and the R. H. Smith School of Business. Paul’s research focuses on three topics (a) social cognition, leadership, and cross-cultural issues; (b) personnel selection, test fairness, and racial/gender discrimination; and (c) research methodology. He is on the editorial board of the Journal of Applied Psychology and The Leadership Quarterly and is a fellow of the Society of Industrial and Organizational Psychology and the American Psychological Association. Marcus W. Dickson is Associate Professor of I/O Psychology at Wayne State University in Detroit. His research generally focuses on issues of leadership and culture (both organizational and societal), and the interaction of those constructs. He is a former Co-Principal Investigator of the GLOBE Project, and his work has appeared in Journal of Applied Psychology, Applied Psychology: An International Review, and The Leadership Quarterly, among others. Jacqueline K. Mitchelson is a doctoral candidate in Industrial and Organizational Psychology at Wayne State University. Her current research areas are leadership, organizational culture, individual differences and work-family conflict.     

Leaders,Values, and Organizational Climate: Examining Leadership Strategies for Establishing an Organizational Climate Regarding Ethics

This paper examines the critical role that organizational leaders play in establishing a values based climate. We discuss seven mechanisms by which leaders convey the importance of ethical values to members, and establish the expectations regarding ethical conduct that become engrained in the organizations climate. We also suggest that leaders at different organizational levels rely on different mechanisms to transmit values and expectations. These mechanisms then influence members practices and expectations, further increase the salience of ethical values and result in the shared perceptions that form the organizations climate. The paper is organized in three parts. Part onebegins with a brief discussion of climates regarding ethics and the critical role of values. Part two provides discussion on the mechanisms by which leaders and members transmit values and create climates related to ethics. Part three provides a discussion of these concepts with implications for theory, research, and practice.     

认清形势，突出重点，切实加强四川高校领导班子思想政治建设

在实施科教兴国和人才强国战略的历史背号下，在全国高等教育进行管理体制和结构布局战略性大调整的重要时期，我省高等教育实现了连续多年的超常规、跨越式发展。但与此同时，我省高校领导班子和领导干部的整体理论素质，尤其是思想政治素质有待进一步提高；高校领导班子驾驭全局。科学决策和解决重大问题的能力尚需进一步培养；高校领导班子民主集中制和党委领导下的校长负责制需进一步完善；高校领导班子的党风廉政建设需进一步加强。对此。我们认为，必须深刻认识高等教育的发展趋势和面临的巨大挑战，以提高领导现代大学的能力为重点，切实加强我省高校领导班子思想政治建设。进一步推动我省高等教育事业全面、协调、可持续地向前发展。