伦理型领导与伦理问题报告：一个多层次模型

基于社会学习理论及社会信息加工视角,文章探讨了伦理型领导激发员工报告组织内部伦理问题的多层次作用机制。文章采用两阶段问卷调查方式收集67名团队领导与302名员工调查样本,运用多层线性模型进行假设检验,结果表明,个体导向的伦理型领导对员工伦理问题报告具有显著正向影响,道德勇气在二者之间起部分中介作用。同时,团队导向的伦理型领导显著正向影响员工伦理问题报告,伦理氛围在二者之间起完全中介作用。此外,在伦理氛围更强的团队,个体导向的伦理型领导对伦理问题报告的作用更强。研究结果揭示了伦理型领导影响员工伦理问题报告的多层次作用路径及边界条件,对于加强组织的伦理管理具有重要的现实意义。     

变革型领导与员工角色行为:一个多步多重中介模型

以变革型组织为研究对象,本文构建了变革型领导对员工角色行为产生影响的双中介模型,从战略执行过程中如何获得组织所需要的员工角色行为这一实践目的出发,先后引入组织支持感和员工自我效能感作为中介变量,形成一个多步多重中介模型进行实证研究。结果显示,变革型领导对员工角色行为有一定的直接影响;同时组织支持感和变革自我效能感在变革型领导和员工角色行为之间起到了多步多重的中介作用。这表明在变革的组织中,领导者需要突破以往管理思路,不仅通过测试甄选来获得高效执行战略的"完美员工",也需要尝试通过管理手段,管控员工的组织支持感和变革自我效能感,开发出更多能够进行高效执行的员工角色行为来支持组织的变革。     

The Gordian Knot of Ethics: Understanding Leadership Effectiveness and Ethical Behavior

Recent ethical misconduct in American business has resulted in volumes of written commentary, various legislative responses, as well as litigation by those identified as victims. While legislators, judges, juries, and the Securities and Exchange Commission (SEC) pursue an increasing number of cases, there is little attention devoted to understanding what drives executives and other leaders to behave in ways that violate the ethical and legal standards of business in the United States. This understanding is a prerequisite to selecting leaders and designing interventions that prevent future misconduct. Understanding leadership’s nature and functioning is one key to understanding the ethical behavior of an organization as a system and of the people who lead the organization. Two models or frameworks provide the foundation for this paper. The first is a model of leadership competencies. This model identifies five key areas of competence related to overall, long-term leadership success. The second model targets leadership effectiveness. This model has three components – motivational patterns, decision criteria, and competencies. Using the Leadership Effectiveness Model to frame the discussion, the authors describe the nature and importance of the models, with particular focus on motivational patterns. Research suggests these patterns often account for 40–60% of overall leadership effectiveness. This article defines motivational patterns and describes key patterns that may impact ethical behavior of leaders. The article concludes with a discussion of how to use data on motivational patterns in leadership selection, development, and evaluation processes. Carl L. Harshman, Ph.D. is president of Harshman & Associates, Inc., an organizational and leadership development firm and founder of the Institute for Work Attitude and Motivation, an organization performance and research institute. He researches and writes in the areas of individual and organization performance, team development, and leadership and ethics. He can be contacted at carl@harshman.com. Ellen Harshman, Ph.D., J.D. is dean of the John Cook School of Business at Saint Louis University and associate professor in management. Her research interests include leadership, individual and organizational ethics, and issues in employment law. She can be reached at harshman@slu.edu.     

敢做还是要做：伦理型领导对员工揭发意愿的影响

虽然有助于减少组织不道德行为,但源于各种担心和顾虑,致使人们往往对揭发行为持比较消极的态度。文章从社会学习等理论视角对中国情境下伦理型领导如何影响员工揭发意愿进行了探讨。基于339份调查数据的实证分析结果表明,伦理型领导正向影响员工的揭发意愿,道德勇气正向影响揭发意愿,责任分散负向影响揭发意愿,道德勇气和责任分散在伦理型领导与揭发意愿关系中分别具有部分中介效应。最后,对研究结论、意义、不足与未来研究方向进行了讨论。     

差序式领导对知识型员工建设性越轨行为的影响机制研究

建设性越轨行为是员工在亲社会动机驱动下所表现的角色外行为,现已成为组织管理学界日益关注的重要问题,而差序式领导作为中国特有的领导风格之一,到底会促进还是抑制员工建设性越轨行为的结论不一。文章基于我国文化情景,以16家企业的394名知识型员工作为调研样本,构建差序式领导对建设性越轨行为影响的关系模型,鉴于员工动机和行为结果是由个体感知和组织环境刺激交互效应所导致,故引入个体层次的内生动机、内部人身份感知以及组织层次的团队动机氛围分别作为中介变量和调节变量。实证结果表明,差序式领导对建设性越轨行为具有显著正向影响,内生动机对该影响途径具有完全中介效应;差序式领导与建设性越轨行为的关系均受到内部人身份感知、精熟动机氛围的正向调节效应,受到绩效动机氛围的负向调节效应,且各部分调节效应均被内生动机所中介。研究结论揭示了差序式领导对知识型员工建设性越轨行为的影响机理,对指导组织管理者如何科学对待员工建设性越轨行为提供了理论指导和实践指引。     

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

We develop and test a model of pseudo-transformational leadership. Pseudo-transformational leadership (i.e., the unethical facet of transformational leadership) is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational leadership (i.e., high idealized influence and high inspirational motivation) and laissez-faire (non)-leadership (i.e., low idealized influence and low inspirational motivation). Survey data from senior managers (N = 611) show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible extensions of the theoretical model and directions for future research are offered.     

愿景型领导行为与下属绩效的关系：积极情绪与愿景整合的链式中介作用

愿景型领导行为与下属绩效的关系越来越受到研究者重视。基于积极情绪的拓展-建构理论,构建“领导行为→下属情绪→下属行为→绩效”的研究框架,结果发现愿景型领导行为正向影响下属积极情绪和绩效,下属积极情绪在愿景型领导行为和愿景整合的关系中起中介作用,下属积极情绪和愿景整合在愿景型领导行为和下属绩效之间起链式中介作用,但下属积极情绪或愿景整合在愿景型领导行为和绩效之间的单独中介作用不显著。研究拓展了愿景型领导行为领域的作用机制研究,验证了愿景实施过程中下属中心地位的重要性,为愿景型领导行为如何提高下属绩效提供了理论指导。     

The Ethical Dimension of Managerial Leadership Two Illustrative Case Studies in TQM

In recent decades, Total Quality Management (TQM) has become an important phenomenon in the world of business, but the implications and scope of quality programs are quite different everywhere. Since different explanations have been given, most authors agree that management commitment and leadership are indispensable elements for a successful TQM implementation. Nevertheless, the study of the literature reflects a terminological confusion on this point. The authors of this paper argue that commitment and leadership are not synonymous terms.While committed managers may lead the process of quality using exclusively their formal authority, those who are leaders generate a kind of influence that goes further than that. This paper suggests a multidimensional perception of leadership and upholds that only by considering the ethical dimension of leadership, together with technical and psycho-emotive ones, it is possible to explain more accurately interpersonal influences beyond the scope of power. As an illustrative example of the importance of considering each dimensions, the authors present two case studies of TQM implementation.     

The Relationship of Leadership Style and CEO Values to Ethical Practices in Organizations

This study analyzes the relationship between CEO values, leadership style and ethical practices in organizations. The ethical practices of formal statement of ethics and diversity training are included in the study, as well as four categories of values based on Rokeach's (1973) typology including personal, social, competency-based and morality-based. Results indicate that all four types of values are positively and significantly related to transformational leadership, with transactional leadership positively related to morality-based and personal values, and laissez-faire leadership negatively related to competency-based values. When size of company and values are controlled, transformational leadership explains a significant amount of change in formal statement of ethics, and transactional leadership explains a significant amount of change in diversity training.     

Leadership and motivation in the African Diaspora: The United States and Canada

This study examines the similarities and differences in the perceptions of effective leadership and motivation among the African Diaspora in the United States and Canada (LEAD). Ten focus groups with a total of 56 participants were conducted in the US and Canada. Using NVivo, results show both similarities and differences in these perceptions. The African Diaspora in both countries described an effective leader as one who is wise and knowledgeable. The African Diaspora in the US also focused on charisma and humility, while those in Canada stressed motivation and inspiration. Moreover, the US participants stated that support and nonmonetary rewards were the major motivators for leaders, whereas Canadian participants indicated task completion and monetary rewards as major motivators. Future directions and practical implications are discussed. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.     

The Ethical Dimension of Leadership in the Programmes of Total Quality Management

Total Quality Management (TQM) is an overall management philosophy that includes a set of principles whose application is increasing. In fact, the business world and public institutions, such as hospitals, universities or city councils, are implementing quality programs. However, despite the wide diffusion of TQM, the success rate of this type of initiative is limited and the results, heterogeneous. Academics and professionals are therefore trying to identify the keys that explain the success or failure of this kind of initiative. Different explanations have been given, but most of the literature agrees that managerial commitment, implication and leadership are indispensable elements in a successful implementation of TQM. Nevertheless, a study on the specialised literature shows a terminological confusion between managerial commitment and managerial leadership. Is it the same to have a committed manager in the implementation process as to have a leader of the implementation process? The author of this paper defends the thesis that "commitment" and "leadership" are not synonymous, and states that only managerial leadership is able to promote and sustain profound organisational changes. The paper will show that, to understand the previous distinction, it is necessary to consider the ethical dimension of leadership. While committed managers may lead the process by using exclusively their power (with the necessary resource assignment), those who are leaders need authority. Authority goes further than power by generating a kind of confidence (trust) that is able to influence the members of the organisation and bring about profound changes, more than power alone can do.     

领导排斥对员工亲组织非伦理行为的影响：自我提升动机的中介作用

基于自我提升理论,从自我提升动机和马基雅维利主义视角出发,探讨了领导排斥对员工亲组织非伦理行为的作用机制。通过对两阶段收集的451份问卷进行数据分析,结果发现:领导排斥对员工亲组织非伦理行为具有显著正向影响;员工自我提升动机在领导排斥与员工亲组织非伦理行为关系中起中介作用;员工马基雅维利主义调节了其自我提升动机与亲组织非伦理行为间的关系,即员工马基雅维利主义水平越高,其自我提升动机对亲组织非伦理行为的正向影响越强;员工马基雅维利主义正向调节员工自我提升动机在领导排斥与亲组织非伦理行为间的中介作用,即员工马基雅维利主义水平越高,其自我提升动机的中介作用越强。研究结论不仅拓展了领导排斥理论的研究,也为管理者正确认识领导排斥、管理员工遭受领导排斥后的认知与行为提供了新思路。     

Responsible Leadership in a Stakeholder Society – A Relational Perspective

We understand responsible leadership as a social-relational and ethical phenomenon, which occurs in social processes of interaction. While the prevailing leadership literature has for the most part focussed on the relationship between leaders and followers in the organization and defined followers as subordinates, we show in this article that leadership takes place in interaction with a multitude of followers as stakeholders inside and outside the corporation. Using an ethical lens, we discuss leadership responsibilities in a stakeholder society, thereby following Bass and Steidelmeier’s suggestion to discuss “leadership in the context of contemporary stakeholder theory” (1999: 200). Moreover, from a relational and stakeholder perspective we approach the questions: What is responsible leadership? What makes a responsible leader? What qualities are needed? Finally, we propose a so-called “roles model” of responsible leadership, which gives a gestalt to a responsible leader and describes the different roles he or she takes in leading stakeholders and business in society.     

Women and Globalization: Ethical Dimensions of Knowledge Transfer in Global Organizations

The topic of women and globalization raises fundamental questions on the impact of globalization on women, ethnic minorities and other socio-demographically under-represented actors in global organizations. This article seeks to integrate theories of procedural justice, psychological contracts, motivation and psychological ownership in knowledge transfer in global organizations, and the implications for women, and other under-represented actors. Our analysis concurs with current research on the need for a relativist perspective in business ethics research and one that encompasses the critical processes of exchange from a cognitive perspective. Our contribution is to show that globalization is a complex process, that has different impacts on actors, an impact that can vary widely depending on, whether the actors are in a dominant situation, or as in the case of women and ethnic minorities, in a relatively socio-demographic and geo-politically under represented situation.     

团队美德如何影响包容型领导与下属主动行为的关系——一个跨层次研究

采用领导-下属配对追踪多来源问卷调查法收集数据, 文章探讨了中国情境条件下包容型领导对员工主动行为的影响以及心理资本和团队美德的作用。多层次结构方程模型分析结果表明：包容型领导显著正向影响员工的主动行为;心理资本在包容型领导与主动行为之间起中介作用;团队美德调节心理资本和主动行为的关系,高团队美德会弱化心理资本与主动行为的正向关系,低团队美德会强化心理资本与主动行为的关系;团队美德还调节包容型领导通过心理资本影响主动行为的间接影响作用,相对于高团队美德条件,低团队美德条件下包容型领导通过心理资本影响主动行为的间接效应更加显著。最后对研究结果的理论意义、实践价值、研究局限性和未来研究展望进行了讨论。     

Servant Leadership,Proactive Work Behavior,and Performance Overall Rating: Testing a Multilevel Model of Moderated Mediation

ABSTRACT

Purpose: The goal of this paper is to investigate whether salesperson proactive behavior mediates the relationship between sales manager servant leadership and salesperson overall performance rating by the sales manager. Moreover, it examines whether salesperson customer orientation and political skill moderate the sales manager servant leadership ? salesperson proactive behavior ─ salesperson overall performance. Design/methodology/approach: Empirical analysis is based on dyadic data from 181 industrial salespeople and their sales managers in a range of different industries (including both manufacturing and service industries). To analyze the multilevel moderated mediation process, this investigation uses Multilevel Structural Equation Modeling (MSEM). Findings: Sales manager servant leadership was positively related to salespeople overall performance rating through their proactive behavior except when their customer orientation was low. Moreover, this relationship between sales manager servant leadership and overall performance rating through proactive work behavior was stronger the greater the salespeople consumer orientation and political skill. Research implications: The study suggests that sales manager servant leadership is indirectly related to salesperson overall performance rating through salesperson proactive behavior. The findings also support subsequent research on salesperson values, skills, and behaviors as moderators in the servant leadership – proactive behavior – overall performance rating relationship. Understanding how these salesperson factors interact with sales management leadership to produce organizational outcomes (e.g., stress, engagement, organizational commitment) are questions that sales researchers may wish to pursue via further study. Practical implications: Sales managers should employ servant leadership to stimulate salespeople proactive work behavior. This study clearly indicates the salespeople need to adopt customer orientation and to have political skill. Hence, sales managers need to try to improve the customer orientation and the political skill of their salespeople through selection procedures or training programs. Originality/value: The relationship between sales manager servant leadership and salesperson overall performance through proactive work behavior has not been addressed and tested in the literature to date.     

Leadership effectiveness and motivation in Africa and the African Diaspora (LEAD): An introduction

The LEAD research project was developed in order to broaden management research in areas such as Africa. This special issue brings together the early findings of the research team. The present article reviews the literature and discusses the importance of understanding organizational leadership and motivation in under researched areas of the world. We explain the use of both emic (Delphi Technique and focus groups) and etic (large scale survey) research and describe the LEAD project and methodology in detail. Here we advocate the use of emic and etic research, and also consider the practical realities of using such approaches. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.     

领导风格与员工工作态度:互惠和信任的中介作用的实证研究

Reciprocity and trust are the basic principles of human social exchanges. Using a sample of 972 managers in China, we examined the relationship between transformational and transactional leadership styles and job-related attitudes of employees, as well as the mediating effects of both reciprocity and trust on the above relationship based on social exchange theory. The main findings of structural equation modeling analyses were shown as follows. Firstly, transformational leadership not only affects organizational trust and commitment directly, but also motivates organizational trust of employees through the mediation of generalized and balanced reciprocity indirectly, and thus enhances organizational commitment and stay intention of employees. Secondly, transactional leadership indirectly affects organizational trust and commitment of employees through the mediation of reciprocity. Thirdly, generalized reciprocity has direct effects on organizational commitment of employees, whereas balanced reciprocity exerts its influences through affecting organizational trust of employees. Managerial suggestions are provided. __________ Translated from Zhongda Guanli Yanjiu 中大管理研究 (China Management Studies), 2007, (1): 13–45