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1.
自上个世纪格林利夫提出仆人式领导概念以来,仆人式领导成为众多学者的研究对象,并在实践中得到广泛的应用。从历史和文化两个方面研究证明,领导理念在当代管理阶段经历了交易型领导和变革性领导以后,领导的关注焦点从组织转变为下属,必然会过渡到仆人领导理念阶段。这一变动趋势以及仆人领导理念对我们现时有很大的借鉴意义。 相似文献
2.
Jay Prakash Mulki 《International Journal of Human Resource Management》2013,24(4):902-923
Virtual work is becoming the norm in sales organizations because it is cost effective for the firm and can benefit customers and salespeople. However, along with these benefits, virtual work brings new challenges to organizations. One critical issue is workplace isolation (WI). This study uses responses from a sample of 346 salespeoples in the pharmaceutical field to test a model that investigates the relationships among WI, self-efficacy, leadership style, extra-role performance (ERP), satisfaction with the supervisor, and turnover intentions. Salespersons perception of managers as considerate leaders are associated with lower WI levels. Salespeople with higher levels of self-efficacy are less likely to believe that they are isolated from the company and their colleagues. WI, in turn, is significantly related to satisfaction with the supervision and ERP. Managerial implications and future research directions are presented. 相似文献
3.
ABSTRACTJob satisfaction has proven to be a resilient contributor to employee motivation, productivity, organizational commitment, absenteeism, and turnover. Utilizing cross-national data from five Asian countries/settings and the United States we examine the impact of organizational and psychological factors on job satisfaction. This study contributes to the literature by showing that while organizational factors, such as performance appraisals and leadership behaviours are important sources of job satisfaction, what matters most is whether individuals perceive themselves to be efficacious in their jobs. Self-efficacy was found to be the strongest determinant of job satisfaction in both, the U.S., and the Asian contexts. Based on cultural characteristics of power-distance and collectivism, this study also examines cross-national differences in the level of public employee job satisfaction. 相似文献
4.
上行何以下效?创业型领导对员工越轨创新的影响 总被引：1，自引：0，他引：1
通过采用226位领导者-员工的调研数据,以积极情绪的扩展-构建理论及工作要求-资源模型为基础,基于感性与理性双路径,通过实证检验,得到以下研究结论:创业型领导能够正向预测员工越轨创新;工作繁荣在感性路径中起中介作用,工作重塑在理性路径中起到中介作用;社会自我效能感在创业型领导与工作繁荣的感性路径中,以及在创业型领导与工作重塑的理性路径中均起到正向调节作用;社会自我效能感同时也调节了工作繁荣与工作重塑的中介效应。基于此,提出了选拔及培育创业型领导、营造“自由决策”氛围、形成鼓励创新制度、构建容错文化、制定基于“结果”衡量创新的制度,以激励并管理越轨创新。 相似文献
5.
Since public networks became widespread, doubts have arisen over how to make them succeed. Scholars have traditionally addressed the issue in different ways, thus variously shedding light on the network structure, mechanisms, or managers as predictors of the network performance. The aim of our article is to explore the possibility of an interaction effect between the abovementioned factors. Our results show that there may be a relationship between network structure, mechanisms, and managers that jointly affects network performance. Therefore, important suggestions can be made about how to manage public networks successfully: (1) ensure that your network mechanisms and managerial abilities are coherent with the structure of your network; and (2) if you are in a well-established and integrated network, allow yourself some flexibility. Data were collected through a multiple case study that focused on collaboration for joint provision of home care services in Switzerland. 相似文献
6.
Michal Biron Peter A. Bamberger 《International Journal of Human Resource Management》2013,24(2):258-278
We conceptualize empowerment initiatives as varying in terms of intensity – or the degree to which the intervention is rhetorical (aiming to influence employees' sense of control at work, what we refer to as surface empowerment) as opposed to actual (aiming to influence the actual degree of employee job authority, what we refer to as deep empowerment). We then test the effects of rhetorical vs. actual empowerment interventions on employee well-being and performance, as well as the degree to which self-efficacy mediates these effects on the basis of a simulation-based experiment. Results indicate that although both surface and deep empowerment initiatives have beneficial effects on individual well-being, only the latter results in performance increase. We also find that self-efficacy fully mediates the association between surface empowerment (as compared with non-empowerment) and well-being, but only partially mediates the association between deep empowerment (as compared with non-empowerment) and well-being. 相似文献
7.
杨妮 《中小企业管理与科技》2020,(2):132-134
现阶段,服务型领导力在社会中的作用愈渐突出、影响的范围愈广,主要表现在积极的领导力能给企业发展带来积极影响,有效调节领导和员工之间的关系,发挥着调节团队内良性竞争氛围的重要作用。即服务型领导力差异越小,团队的绩效水平会越高,团队成员越团结。论文就服务型领导力差异对团队绩效的影响进行了探讨。 相似文献
8.
Luu Trong Tuan 《Public Management Review》2017,19(4):518-541
Reform in public organizations is vital to the improvement of public services and public trust. The primary aim in this research is to investigate the role of ambidextrous leadership in catalysing organizational reform. The research further seeks an insight into moderating mechanisms for this effect. The research employed a two-wave research design to collect data from 531 employees and 186 department managers working in governmental agencies in Vietnam context. The results from the data analysis shed light on the effect of ambidextrous leadership on organizational reform as well as the mechanisms in which employees’ role breadth self-efficacy and public service motivation moderate such an effect. 相似文献
9.
In the present study, we investigated whether perceiving goals as invariable mediated the link between leader‐member exchange (LMX) relationships and role overload, turnover intention, and work performance. Perceiving goals as invariable refers to the extent to which followers believe that the goals in a performance management system represent the absolute standards that they must meet without exception, even if they think other factors are more important (e.g., situational factors or factors that are not associated with goals). In Study 1, perceiving goals as invariable mediated the relationships between LMX and role overload and turnover intention, such that a high‐quality LMX relationship was negatively associated with perceiving goals as invariable, which in turn was positively related to both role overload and turnover intention. In Study 2, social LMX was negatively associated and economic LMX was positively associated with perceiving goals as invariable, which in turn was negatively related to work performance. Furthermore, perceiving goals as invariable mediated the relationship between social LMX relationships and work performance. Theoretical and practical implications and directions for future research are discussed. © 2017 Wiley Periodicals, Inc. 相似文献
10.
《Asia Pacific Journal of Human Resources》2017,55(3):298-319
Mindfulness relates to being aware of the present reality and living in the moment, and, while linked to well‐being, it has only recently been tested on specific leader samples. Despite attention, the links between mindfulness and job performance are scarce, with the performance of leaders especially so. The present study tests self‐reported mindfulness from 84 Australian leaders towards two forms of leadership performance as rated by their immediate manager. Using structural equation modelling, we find mindfulness is positively related to leadership self‐mastery and leadership organizational‐transformation. The best fit for the data was a full mediation model: mindfulness predicting leadership self‐mastery, predicting leadership organizational‐transformation. Furthermore, we tested for the moderating effects of tenure duration and found that mindfulness was especially beneficial for leadership self‐mastery at low tenure duration. Findings suggest that leadership performance may ultimately be enhanced by having leaders who are more mindful and present at work. 相似文献
11.
Xiaojing Shao Yuan Jiang Liyan Yang Li Zhang 《Asia Pacific Journal of Human Resources》2023,61(1):57-78
Despite numerous evidence for the leader's role in facilitating employees' green behavior, few studies have delved into the intervening mechanisms of the trickle-down effect transmitting green behavior from leaders to their subordinates. Drawing on social learning theory, we explicate a trickle-down process for voluntary green behavior from leaders to subordinates through leaders' green role model influence and employees' green self-efficacy, with leader gender as a moderator. Analysis of 70 leaders and 190 employees revealed that leaders' green role model influence and employees' green self-efficacy sequentially mediated the relationship between voluntary green behavior of leaders and that of employees. Moreover, both the direct and indirect effects were moderated by leader gender: While the direct effect was stronger for male leaders, the sequential mediating effect was stronger for female leaders. Overall, our study confirms the utility of social learning theory in explaining the trickle-down effect of voluntary green behavior at work. 相似文献
12.
We suggest that the equivocal empirical results of board leadership structure on firm performance have both methodological and conceptual roots. We stress that whether board leadership structure enhances or lowers performance depends on its fit with a firm's internal and external conditions, a point that has not been comprehensively addressed by the extant literature. To guide future research in this field, we develop five testable propositions and offer some suggestions on how these propositions may be empirically tested. 相似文献
13.
Stéphane Brutus Clive Fletcher Caroline Baldry 《International Journal of Human Resource Management》2013,24(9):1999-2011
This paper extends current knowledge on the use of performance evaluations in organizations by investigating the influence of self-construal on rater self-efficacy. Results from a survey completed by 105 experienced managers indicate that independent self-construal is related to various dimensions of rater self-efficacy. Moreover, experience with appraisals was found to moderate these relationships. The implications of these findings for the research and the practice of performance appraisal are discussed. 相似文献
14.
Extending theory on faultlines and subgroups, we argue that faultlines splitting a team into homogeneous subgroups can have different effects on team members' individual performance, depending on different intra‐subgroup processes. Specifically, we propose that the effect of faultline strength on individual performance depends on whether a team member's subgroup includes the team leader. Building on the notion of faultline triggers, we further propose that organizational crises exacerbate this interaction because they make social support by the team leader especially important. We tested these assumptions with objective performance data collected over a period of four years from 3263 financial consultants (325 teams) while controlling for the effects of relational demography. Results showed that in teams with strong faultlines, consultants' performance decreased to a lesser extent in crisis years if the consultants shared a subgroup with their team leader. Thus, faultlines had different effects on team members from different subgroups. 相似文献
15.
There is increasing recognition that identifying leadership potential is vital for long‐term organizational survival. Using a sample of 166 Australian public service employees, and their 149 managers, this article empirically examines the role of general mental ability, problem‐solving skill, emotional intelligence, employee engagement and career aspiration in identifying leadership potential. Both manager and employee self‐ratings of leadership potential perceptions are considered as well as the presence of rater effects. Manager perceptions about problem‐solving ability, engagement and aspiration predicted their ratings of employee future leadership potential. Employee self‐ratings, apart from aspiration, did not. Rater effects were found. We discuss the implications of these results and suggest some strategies to more closely align managerial and employee views of leadership potential. 相似文献
16.
负面人格特质是指在压力或危机下个体表现出的趋向人格障碍的个性特质,这些负面人格特质会导致领导者做出不同的个体行为,进而影响领导者的绩效表现。本文从领导者的决策行为以及人际互动行为两方面回顾了国内外有关负面人格特质对领导个体行为影响的实证研究,并对研究方法、理论依据存在的不足进行评述,提出未来的研究应该：（1）基于具体情境,研究负面人格特质与领导个体行为之间的关系;（2）从组织一员工双向视角考察负面人格特质对双方影响的动态过程。 相似文献
17.
The aim of the current research was to identify the influences of ethical leadership on employees’ in‐role performance in the Korean public nonprofit agency setting. The mediating effect of employees’ psychological ownership was also examined. A total of 202 responses were analyzed using the structural equation modeling (SEM) approach to test study hypotheses. Results showed that while the level of ethical leadership significantly impacts employees’ psychological ownership, ethical leadership has a significant indirect impact on in‐role performance only through employees’ psychological ownership. These results support the mediating role of the level of employees’ psychological ownership in explaining the relationship between ethical leadership and in‐role performance levels of employees. Research limitations and implications are discussed and future research directions are suggested. 相似文献
18.
Carmen M.M. Pereira 《International Journal of Human Resource Management》2013,24(20):4301-4318
The Human resource (HR) strength concept (Bowen, D., and Ostroff, C. 2004, ‘Understanding HRM-Firm Performance Linkages: The Role of the “Strength” of the HRM System,’ Academy of Management Review, 29, 2, 203–221) reflects the capacity of an HR system to transmit messages characterised by high distinctiveness, consistency and consensus. HR systems are therefore affecting perceptions and interpretations of organisational realities, such as climate and culture. Furthermore, Bowen and Ostroff (2004) suggest that organisational climate mediates the relationship between HR strength and performance. The leadership literature advocates that leaders are people who are able to create a social context in which employees are guided towards a shared interpretation, understanding and perception of the organisational climate (Yukl, G.A. 1989, Leadership in Organizations, Englewood Cliffs, NJ: Prentice Hall). In summary, both HR strength and leadership are two environment dimensions shaping and moulding employees' perceptions and interpretations. The current study explores the relationships between HR strength, leadership, organisational climate and performance. 323 questionnaires were used to gather information from a company in the industrial sector. The results show a positive relationship between the variables; however, mediating effects of climate were only observed between leadership and performance. 相似文献
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20.
In this study, we examined the relationships between empowering leadership employee outcomes (creativity and job performance) and the mediating (voice behaviour and taking charge) and moderating (reward omission) variables in these relationships. Our theoretical model was tested using the data collected from 197 full‐time employees and 32 supervisors. Analyses of the multisource data indicated that empowering leadership is linked to subordinates' job performance and creativity through subordinates' taking charge and voice behaviour as intermediate variables. However, the indirect relationship exists only when leaders display high levels of reward omission. Our research addressed a specific gap in understanding the boundary conditions for empowering leadership to be effective. We conclude with theoretical and practical implications of our findings as well as future research directions. 相似文献