企业谦卑型领导组织承诺与员工忠诚度

<正>近些年来,各学者开始将不同类型的领导风格理论研究与员工忠诚度联系起来。苗青（2009）曾发现服务型领导会显著降低员工离职意愿。也有学者研究发现变革型领导可通过道德与魅力示范、愿景激励以及个性化关怀来激发员工忠诚度。刘姣（2019）研究发现,变革型领导可通过对个性化关怀和领导魅力维度的正向影响,增强“90后”员工忠诚度。     

领导行为对高校体育教师工作绩效影响研究

本研究旨在了解领导行为对高校体育教师工作绩效影响作用,并通过访谈和问卷了解体育教师工作绩效的现状。研究对象为西安市11所220位任职于普通高校的专职体育教师,并以多因素领导行为量表和工作绩效量表作为研究工具,实施问卷调查。结果发现:①变革型领导与任务绩效正相关。②变革型领导与关系绩效正相关。③交易型领导对任务绩效和关系绩效的作用都不显著。     

将创新内化为责任:变革型领导激发员工创新行为的新路径——一个有调节的中介模型

本文基于社会认知理论和计划行为理论,探讨建设性变革责任感在变革型领导激发员工创新行为过程中所发挥的中介作用机制,并依据社会交换理论分析中国文化情境下领导-成员交换对中介过程的调节作用机制。通过来自全国多个相对发达地区科技型企业的451份样本进行实证分析,研究结果表明,变革型领导对员工创新行为和建设性变革责任感均有显著正向影响,建设性变革责任感在变革型领导和员工创新行为之间发挥了中介作用,领导-成员交换在中介作用的第二阶段发挥了正向调节作用,进而发现了变革型领导激发员工创新行为的新路径——将创新内化为责任。     

变革型领导的四项修炼

知识经济的兴起不断冲击着传统的领导方法。在企业管理实践中,过去那种仅仅依靠报酬奖励来促使员工努力工作的交易型领导已经不能适应现代知识经济社会的发展要求,取而代之的是变革型领导。变革型领导通过四个维度,即领导魅力、愿景激励、智力激发、个性化关怀来发挥积极作用。拥有变革型领导力的领导者通过自身的行为表率,对下属需求的关心来激励组织内的成员。同时通过对组织愿景的共同规划和传播,在组织内营     

CEO变革型领导行为与企业绩效的关系研究

企业CEO作为企业的主要领导者,他们对企业员工的言行有着潜移默化的影响。企业的生存、发展有很大一部分依赖于企业CEO的领导风格与决策风格。本研究首先对变革型领导行为、员工工作满意度和企业绩效这三个主要变量进行了文献回顾,通过对国内外相关研究文献的梳理分析,发现其不足,尝试性地验证变革型领导行为对企业绩效的影响作用。本文通过对CEO变革型领导行为、员工工作满意度和企业绩效关系的研究,丰富了变革型领导行为相关理论,对于提升我国企业的领导水平具有一定的指导意义!     

变革型领导作用机制研究——基于目标设置的一个新视角

开展变革型领导作用机制的研究,试图找出变革型领导行为如何影响工作绩效的机理,以揭开变革型领导这一"黑箱",这是国内外学者目前关注的一个研究热点,文章从目标设置这一新的视角出发,综合考虑了不同理论在变革型领导发挥作用的主题框架下的观点,构建了一个包含变革型领导、目标设置、自我效能感、自我目标设置、员工任务绩效等变量在内的理论模型。     

真实型领导对员工创新绩效的影响——基于经验取样法的研究

为了应对金融行业的变革、增强企业自身的核心竞争力,文章对影响企业员工创新绩效的因素进行了研究。首先,通过社会学理论和内在动机理论,从对员工的领导方式入手,将真实型领导对员工的创新绩效进行影响的方式和作用进行了探究和分析;其次,借助员工的个体性作为调节变量,用以分析个体性对员工的创新绩效的影响程度和调节作用;最后,通过经验取样分析研究了真实型领导和员工创新绩效的影响关系。研究结果表明:真实型领导对员工的内在动机和员工的创新绩效起着正向积极的作用;员工的个性化对员工的内在动机和员工的创新绩效起着调节的作用。因此,领导应该发挥自己的真实性作用,激励员工的内在动机,同时根据员工的个性化程度对其进行不同的管理与激励。     

变革型领导对员工建言行为的影响机制研究

员工的建言与智慧贡献对企业的组织发展和创新有着独特的作用。本文基于社会交换理论,考察了变革型领导对员工建言行为的影响效果及其作用机制。研究发现:变革型领导对建言行为有显著正向影响,上级信任、组织信任、同事信任对建言行为也有正向影响,且上级信任、组织信任和同事信任在变革型领导与建言行为间有部分中介作用。最后认为可以从塑造变革型领导风格、加强员工对上级和同事的信任、营造建言氛围搭建多样化的建言平台等方面来促进员工向企业建言,促进企业的创新发展。     

变革型领导对组织文化演进的作用研究——以《中国企业家》杂志社的发展历程为例

本文以《中国企业家》杂志社的发展历程为研究对象,系统地研究和阐述了变革型领导在组织建设过程中对组织文化建设与发展产生的作用,详细地解释了领导者如何在不同的企业发展阶段,运用权变性奖酬、鼓舞式激励、智力性刺激、理想化影响、个性化关怀以及综合变革型领导的特点来促进企业市场式文化、发展式文化、部落式文化、层级式文化等不同导向的组织文化的产生和发展。与此同时,本文基于交互作用视角发现企业内外部环境中的组织认同与组织形象这两大重要因素是推动变革型领导对组织文化演进影响作用所不可或缺的。基于以上发现,本文构建出变革型领导对组织文化演进作用的跨阶段模型。本文的研究成果对中国企业尤其是媒体企业构建组织文化具有重要的参考意义。     

中小企业不同领导风格影响员工情感承诺分析——基于员工情绪智力调节作用的比较

基于交易型/变革型领导风格和员工情绪智力两个维度,通过回归和调节效应,探索领导-下属的最佳匹配,以提高员工的情感承诺。研究表明:交易型/变革型领导风格均能提高员工的情感承诺,但变革型风格正向影响更大;他人情绪评估能力较强的员工通过自我"内部推力"帮助自身外部动机向内部动机转换,对交易型领导的强势行为起到缓和作用;变革型领导者对员工的影响类似一种"外部拉力",不论员工情绪智力高低,都能对情绪智力较低的员工起到补偿作用。因此,为提高员工的情感承诺,中小企业要注重通过培养员工的同理心、培养变革型领导风格等方式促进员工情感承诺的提升。     

Employee positive moods as a mediator linking transformational leadership and employee work outcomes

Past leadership research has demonstrated that transformational leadership has a positive effect on employee task performance and helping coworker behavior. However, among the research on the mediating mechanisms linking transformational leadership and employee work outcomes, little has been done empirically to examine the mediating effect of employee positive moods. This study extends previous research by examining the mediating role played by employee positive moods. Data were collected longitudinally from 282 employees and their immediate supervisors in 10 insurance companies in Taiwan. Results showed that transformational leadership both directly influenced employee task performance and helping coworker behavior and had an indirect effect through employee positive moods.     

Emotional intelligence and its relationship to transformational leadership and key project manager competences

Key dimensions of project manager behaviors considered to be associated with successful project outcomes have included both appropriate collaborative behaviors and transformational leadership. More recently, emotional intelligence has been suggested as a unique area of individual differences that is likely to underpin sets of behaviors in this area. Based on a sample of 67 UK project managers, it was found that emotional intelligence ability measures and empathy explained additional variance in the project manager competences of teamwork, attentiveness, and managing conflict, and the transformational leadership behaviors of idealized influence and individualized consideration, after controlling for cognitive ability and personality.     

The mediating effects of cognition-based trust and affect-based trust in transformational leadership's dual processes: evidence from China

In this study, we proposed and tested a dual process model in which cognition-based trust and affect-based trust mediate the relationships between transformational leadership and followers' task performance and job satisfaction. Data were collected from 175 sales and service employees and their supervisors in two private companies located in Southeast China. The results show that cognition-based trust mediates the relationship between transformational leadership and followers' task performance, while affect-based trust mediates the relationship between transformational leadership and followers' job satisfaction. Implications for the theory and practice of leadership are then discussed.     

Predicting excellent management performance in an intercultural context: a study of the influence of multicultural personality on transformational leadership and performance

What makes a manager in an intercultural context an excellent performer? This question is the subject of the present study. The study examines the influence of the five dimensions of multicultural personality via transformational leadership on excellent performance in a sample of managers (N = 138) working in an expatriate assignment or in a job dealing with subordinates of different cultural backgrounds. As expected, cultural empathy, open-mindedness and social initiative were found to have a positive effect on transformational leadership. However, no significant effects were found from emotional stability and flexibility on transformational leadership. Furthermore, a more transformational leadership style led to higher performance in an intercultural context, which was measured using management performance appraisals. Since an indirect effect of cultural empathy, open mindedness and social initiative on performance via transformational leadership has been found in this study, it seems that both these dimensions of multicultural personality and transformational leadership are needed for excellent managerial performance in an international environment.     

Building effective organizations: transformational leadership,collectivist orientation,work-related attitudes and withdrawal behaviours in three emerging economies

Abstract

Previous cross-cultural research on transformational leadership has focused mainly on replicating the augmentation effects of transformational leadership over transactional leadership on followers’ attitudes and behaviours. Relatively few studies have systematically examined cultural impacts in moderating the influence of transformational leadership on work-related outcomes taking a cross-cultural perspective. Using a field survey of 577 employees from banking and financial sectors in three emerging economies, namely: China, India and Kenya, we examined the moderating effect of collectivism on the relationships between transformational leadership, work-related attitudes and perceptions of withdrawal behaviours. Our results found support for the moderating effect of collectivism on the relationship between transformational leadership and work-related outcomes, such as facets of job satisfaction, organizational commitment and perceptions of organizational withdrawal behaviours. In addition, our results lend support to the view that transformational leadership might be effective across cultures. The implications of these findings for future research on transformational leadership and cross-cultural research are discussed.     

Components of CEO Transformational Leadership and Corporate Social Responsibility*

abstract We use transformational leadership theory to explore the role of CEOs in determining the extent to which their firms engage in corporate social responsibility (CSR). We test this theory using data from 56 US and Canadian firms. CEO intellectual stimulation (but not CEO charismatic leadership) is found to be significantly associated with the propensity of the firm to engage in ‘strategic’ CSR, or those CSR activities that are most likely to be related to the firm's corporate and business‐level strategies. Thus, studies that ignore the role of leadership in CSR may yield imprecise conclusions regarding the antecedents and consequences of these activities. We also critique transformational leadership theory, in terms of its overemphasis on charismatic forms of leadership. This leads to a reconceptualization of transformational leadership, which emphasizes the intellectual stimulation component in the context of CSR.     

How does growth need strength influence employee outcomes? The roles of hope,leadership, and cultural value

Abstract

Strong growth need is essential if an employee is to be motivated to complete complex and challenging jobs. It is important for organizations to attract employees with high growth need strength and help them achieve positive outcomes. However, limited research has been conducted to examine the mechanism underlying growth need strength’s positive effect on employee outcomes. Based on hope theory, we hypothesized that hope mediates the effect of growth need strength on job performance and affective commitment by transforming employees’ general desire for personal growth into goal-related cognitive thinking, comprising both ‘will’ and ‘ways’. We further hypothesized the moderating effect of transformational leadership, and the joint moderating effect of transformational leadership and individual power distance on the relationship between growth need strength and hope. We tested our hypotheses with data from a sample of 265 subordinate–supervisor dyads from China. Data analysis results supported the mediating role of hope. We found that growth need strength has a stronger effect on hope when transformational leadership is higher, and this effect is the strongest when both transformational leadership and individual power distance are simultaneously higher. The implications of these findings for human resource management research and practice are discussed.     

Achieving environmental sustainability through green transformational leadership policy: Can green team resilience help?

The race to gain competitive advantage through the formulation of a sustainable business strategy is key for the survival in the global business sphere. Even more importantly is the quest to deploy an effective green strategy to combat the numerous negative impact industrialization has on the environment. Researches pointed out the role of leaders and stakeholder's engagement in bringing about reform. This research focuses on how to build a robust psychological capital within an organization through the leader's transformative ability in combating environmental issues. This is necessary because research related to green transformational leadership and the effect on green team resilience has not been considered in literature. Drawing from the combination of three theories; broaden-and-build theory, job demand–resource theory, and conservation of resource theory, this study contributes to the extant literature by testing the effect of green transformational leadership via the mediating role of green work engagement to green team resilience. Using Amos 20 version to analyze 351 questionnaires that were collected from employees in four and five star hotels in Turkey, the result reviews that green transformational leadership has a positive effect on green work engagement and green team resilience, and green work engagement fully mediates the relationship between the variables. The theoretical and practical implications are discussed.     

Investigating the link between managers' green knowledge and leadership style,and their firms' environmental performance: The mediation role of green creativity

Despite extensive literature on green hotel management and sustainability, scant attention has been given on the role of managers to solve environmental related issues. This study's aim is to assess the effects of managers' green knowledge and green transformational leadership on firms' environmental performance with the mediating effect of green creativity. The study analyzes the perceptions of 363 employees in different managerial positions of the hotel industry employing Partial Last Square Structural Equation Modeling. The findings of the study show a positive effect of green knowledge and green transformational leadership on green creativity and green transformational leadership on environmental performance. Furthermore, green creativity is also found to have significant mediating effect between green knowledge and environmental performance, and green transformational leadership and environmental performance relations. The main implication of the current research is that managers' green concerns might help the stakeholders in the hotel industry to respond through appropriate green initiatives for their organizations. Further suggestions for literature and practice are discussed.