高管领导行为对管理团队知识转移影响的案例研究——基于民营集团内高管调动的视角

本文选取民营上市企业中捷集团作为研究对象,以案例研究方法探讨母子公司内三位调动高管在融入各自新组织过程中的领导行为对管理团队知识转移的作用机制。研究发现愿景式调动高管的愿景激励行为对知识转移影响有限,但组织文化建设,尤其是分权式的管理行为能极大地促进团队内的知识转移;家长式调动高管其威权领导行为能有效管理困境中的管理团队,仁慈领导行为和德行领导行为均有助于知识转移;公仆型调动高管以身作则的领导行为和利他主义理念为管理团队知识转移提供了有力支持。     

企业领导风格文献综述

关于企业领导的研究已有丰富成果。目前关于领导的研究,大多数集中在领导的定义、内涵,不同情境下领导对组织任务、绩效,以及有效的企业领导行为等方面。领导从不同的视角有不同的含义。关于领导风格,涉及了个性、作风、行为、影响力、角色和关系等。不同的领导风格对团队和组织具有不同的影响效果。领导风格和优秀的领导者的特征可以影响团队合作和提高企业绩效。本文对领导风格、领导定义以及不同的领导风格对团队工作和企业绩效文献进行梳理及解析,以期丰富领导理论和综合。     

论团队知识共享

本文对知识共享定义、知识共享动机、知识共享主体,知识共享对象、知识共享方式及知识共享影响因素六个方面进行初步剖析,提出团队知识共享是团队领导风格对员工创新性影响过程中的一个重要的中介传导因素,为团队创新研究提供一个新的理论模型。     

论团队知识共享

本文对知识共享定义、知识共享动机、知识共享主体,知识共享对象、知识共享方式及知识共享影响因素六个方面进行初步剖析,提出团队知识共享是团队领导风格对员工创新性影响过程中的一个重要的中介传导因素,为团队创新研究提供一个新的理论模型.     

领导、团队情商与团队绩效关系研究

团队领导是团队运作与管理的关键环节。共享型领导有别于传统正式指派的垂直领导,强调领导活动在团队成员中的分布与共享。本研究从实证的角度对来自292名团队领导者及其下属成员的数据进行分析,对共享型领导、团队情商与团队绩效三者之间的关系进行探讨,研究结果表明共享型领导通过团队情商对团队绩效有显著影响作用。     

群体交互记忆系统的影响因素及其作用结果

团队成员之间的知识交流和共享对于团队有很重要的作用,是研究团队知识的热点问题之一。因此,研究群体交互系统的影响因素及其作用结果对于组织的实践活动是非常有意义的。本文针对这一问题,通过研究发现影响群体交互记忆系统的因素主要有：组织成员的构成、团队沟通方式、领导风格等。而群体交互记忆系统的作用结果主要表现在：团队绩效、团队创造力以及群体智力等方面。     

团队精神型领导与研发团队创新行为的关系——团队自省性和团队外部社会资本的影响

研发团队创新行为对企业获取竞争优势至关重要。以往研究相对忽略了精神性因素对团队创新行为的动力机制。文章借鉴创新成分理论和创造力系统理论,聚焦于精神性因素对团队创新行为的动力机制以及团队外部社会资本的调节效应。通过对106个研发团队329名研发团队成员数据的统计分析表明：团队精神型领导对团队创新行为具有显著正向影响;团队自省性在团队精神型领导和团队创新行为之间具有部分中介作用;团队外部社会资本调节了团队精神型领导对团队创新行为的正向影响,团队外部社会资本越高,团队精神型领导对团队创新行为的正向影响也越强,反之越弱。团队外部社会资本还调节了团队自省性在团队精神型领导和团队创新行为之间的中介效应,团队外部社会资本越高,团队精神型领导通过团队自省性的中介进而对团队创新行为的影响也越强,反之越弱。研究结论拓展了中国组织情景下精神型领导在团队层次的影响效应研究,也拓展了团队创新行为的精神性动力因素及其动力机制的实证研究。     

21世纪组织中的策略领导和知识管理

2 1世纪 ,随着经济全球化与信息全球化的发展 ,国际化与本土化的交织进行 ,世界经济进入了知识经济时代。新的环境对组织领导者提出了新的要求 !新环境在创新和适应能力等方面对企业施加的压力 ,都变成了当今组织领导所应面临的挑战 !如何运用当代科技网络技术实施知识管理 ,如何建立学习型组织提高组织能力 ,如何将组织培育成高绩效组织并保持其持续的竞争优势…… ?为了回答这些问题 ,我们引入了策略领导这一概念。通过在新环境对策略领导与知识管理的分析 ,我们建立了团队中领导者的角色分析模型 ,并给出了构成知识管理团队的重要组成部分 ,阐述了培育高绩效组织的新途径 !     

试论领导影响力

领导影响力就是领导者通过领导活动影响被领导者共同完成组织任务,实现组织目标的过程。领导影响力产生的客观基础是要通过从被领导者参加组织活动的心理愿望和行为表现方面进行反映。提高领导影响力要从权力影响力和非权力影响力两个方面加以推进,尤其是一些非权力影响力的提升,使领导者能获得较多的追随者,并能高效地实现领导者的组织目标。     

领导-成员交换差异对团队创新绩效的影响——团队成员交换与团队政治氛围的作用

基于归因理论和社会比较理论,探讨领导-成员交换差异对团队创新绩效的影响机制,并检验团队成员交换和团队政治氛围的中介与调节作用。利用来自122个团队458名成员的样本数据进行检验,研究结果表明,领导-成员交换差异通过显著负向影响团队成员交换进一步减少团队创新绩效;团队政治氛围在正向调节领导-成员交换差异与团队成员交换负向关系的同时,正向调节了团队成员交换在领导-成员交换差异与团队创新绩效关系间的中介效应。     

In agreement? Leader-team perceptual distance in organizational learning affects work performance

Leaders and their teams often differ in their perceptions of organizational issues, which have been suggested to influence both employee well-being and performance. The present study examined leader-team perceptual distance regarding organizational learning and its consequences for employee work performance. Sixty-eight leaders and their teams from the Swedish forest industry participated in the study. Polynomial regression with response surface analyses revealed that the perceptual distance between leaders and their teams regarding organizational learning was related to lowered work performance, beyond the influence of employee ratings alone. The analyses also indicated that work performance tended to decrease when the leader rated organizational learning as higher than the team. Our findings suggest that it is important for organizations to minimize the perceptual distance between the leaders and their teams and that further research on the construct of leader-team perceptual distance is warranted.     

A Multi-level Investigation of Authentic Leadership as an Antecedent of Helping Behavior

We develop and test a trickle-down model of how authentic leadership at the department level flows down the organizational hierarchy to encourage team leader authentic leadership and consequently, promotes team and individual-level supervisor-directed helping behavior. Analyses of multi-level and multi-source data collected from a total of 487 employees comprising 122 teams, 47 departments, and 4 different working areas of a major public sector organization in Taiwan show that team leaders’ authentic leadership mediates the relationship between departmental authentic leadership and individual-level leader–member exchange (LMX). We also found that intra-team trust completely mediates the influence of team authentic leadership on both team helping behavior and individual-level supervisor-directed helping behavior. Finally, the results reveal that self-concordance mediates the influence of team authentic leadership on individual-level supervisor helping behavior as well as the influence of individual-level LMX on individual-level supervisor-directed helping behavior. Theoretical and practical implications of these findings are discussed.     

Leadership Dynamics in Partially Distributed Teams: an Exploratory Study of the Effects of Configuration and Distance

Despite the importance of leadership and the wealth of empirical studies focused on leadership effectiveness in traditional and computer-supported groups, there is little research examining leadership dynamics in partially distributed virtual teams (PDTs). Virtual teams are partially distributed when they are configured with one or more subgroups of collocated members and isolated members. This paper lays the groundwork for an in-depth study of leadership in PDTs that can be extended to other types of virtual team configurations. Using three dimensions of virtual distance (geographic, cultural and temporal), we analyze how the configuration of virtual teams interacts with leadership dynamics. We also summarize the results of an exploratory study using 12 student teams to examine the effects of distance and configuration on leadership in PDTs. Findings show significant differences in leadership dynamics (i.e., leader emergence vs. leader retention) which impacted team performance. From these results, we develop propositions on leadership and PDTs.     

Emergent Leadership in Self-Managed Virtual Teams

The issue of leadership in virtual teams is an increasingly important one for many modern organizations, because these teams – typically project-based with a finite lifespan and specific deliverables – are frequently self-managed, having no designated leader within the team (Yukl 1998). While such teams may have increased flexibility in setting goals and achieving them, the virtual context may hinder team members' abilities to coordinate activities and influence others (Manz and Sims 1993). Longitudinal data were collected over the course of a semester from virtual teams, comprised of students from three North American universities. Our results suggest that high performing self-managed virtual teams displayed significantly more leadership behaviors over time compared to their low performing counterparts. Specifically, these teams displayed significantly more concentrated leadership behavior focused on performance (i.e. “Producer” behavior) and shared leadership behavior focused on keeping track of group work (i.e. “Monitor” behavior) than the lower performing teams. Interestingly, these behaviors emerged strongly during the first half of the groups' lifespan, and stayed throughout the life of the groups, but steadily dissipated in strength over time.     

Stay close! The role of leader distance in the relationship between transformational leadership,work engagement,and performance in undergraduate project teams

The author aimed to show that (a) transformational leadership is related to project teams’ performance via work engagement and (b) leader distance moderates the relationship between transformational leadership and work engagement. The proposed moderated mediation model was tested using 180 students in an undergraduate management course and working in project teams. The findings supported only the relationship between work engagement and performance, and thus transformational leadership does not appear to be useful in undergraduate project teams. However, the nonsignificant moderator effect revealed an unexpected finding for a direct and marginally significant relationship between leader distance and work engagement.     

知识经济时代下财务管理的创新

通过对企业财务管理的地位及知识经济的内涵与特征的探讨,针对知识经济对企业经营管理产生的影响作为企业财务管理创新的出发点,指出为适应知识经济发展的要求,企业要从财务管理的观念、理论、风险、财务成果分配方式、财务机构与人员等方面进行创新,并借鉴国际先进的财务管理经验,实现知识经济时代下的财务管理创新。     

Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality

The purpose of this multi-level study is to examine how servant leadership affects both employee creativity and team innovation. Drawing from social identity, in particular, relational identification theory, we found on the basis of a two-nation Asian sample of 154 teams that servant leadership promotes individual relational identification and collective prototypicality with the leader which, in turn, fosters employee creativity and team innovation. In addition, our study suggests that the mediated effect of leader identification is strongest when team climate for innovation is high.     

民营科技企业知识管理效果评价

知识管理是民营科技企业提升竞争力的源泉,而知识创新是否及时,知识共享是否到位则在很大程度上影响企业知识管理的广度和深度,为引导企业知识管理朝正确方向发展采用模糊评价方法从知识创新和知识共享两个方面对民营科技企业的知识管理的效果加以衡量、评价。     

The Dynamics of Motivation in New Organizational Forms

This paper discusses the impact of the dynamics of motivation on new organizational forms that are suited to forge value-creating knowledge transfers in teams and between organizational units and functions. Our aim is to develop the management of motivation as a source of distinctive firm competences. We argue that motivation is an endogenous variable and introduce it as a crucial link into the theory of the firm. Balancing intrinsic and extrinsic motivation helps to overcome social dilemmas in firms that are not solvable by hierarchical authority. Integrating the dynamics of motivation is a step to a more comprehensive theory of organization. It links organizational economics to the knowledge-based perspective.     

Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance

The literatures on both authentic leadership and behavioral integrity have argued that leader integrity drives follower performance. Yet, despite overlap in conceptualization and mechanisms, no research has investigated how authentic leadership and behavioral integrity relate to one another in driving follower performance. In this study, we propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower work role performance. Analysis of a survey of 49 teams in the service industry supports the proposition that authentic leadership is related to follower affective organizational commitment, fully mediated through leader behavioral integrity. Next, we found that authentic leadership and leader behavioral integrity are related to follower work role performance, fully mediated through follower affective organizational commitment. These relationships hold when controlling for ethical organizational culture.