Note on the applicability of the VCG mechanism to capacitated assignment problems and extensions

For the allocation of heterogeneous items, it is known that the buyers-are-substitutes condition is necessary and sufficient to ensure that a pricing equilibrium can yield the same allocation and payments as the VCG mechanism. Furthermore, concavity of the corresponding transferable utility TU-game guarantees that this VCG outcome can also be achieved by an ascending price auction. We show that concavity, and hence the buyers-are-substitutes condition, holds for the TU-game of the assignment problem with general capacities. Therefore, the VCG mechanism is supported by a pricing equilibrium which can also be achieved by an ascending auction. We also show that the buyers-are-substitutes condition, and hence concavity, does not hold anymore for very natural and straightforward extensions of this problem. This shows that the necessity of the substitutes property is a considerable restriction on the applicability of the VCG mechanism.     

Existential–Experiential View of Self‐Sourced (In)Authentic Healthcare Identity

In the healthcare context, both nurses and doctors derive their professional identities from diverse backgrounds, thus resulting in two distinct professions. Becoming a leader and forming a leader identity that is separate from a strong professional identity is a difficult task. However, assuming a leader identity is considered an important aspect of actually being a leader, not just a professional with a leader position. The current article explores authenticity in generic healthcare leader identity formation by utilizing the concept of professional identity. Instead of committing to the humanistic ontological roots of the authentic leadership construct, the research analyzes the concepts of self and authenticity from an existential–experiential perspective. A conceptual framework of self‐sourced healthcare identity formation, including leader identity and professional identity, is presented. The framework shows how leader identity originates in the leader's experiencing self‐in‐situation, which is understood as the source of authenticity. The experiencing self, or the self as a subject, is differentiated from the experienced self, or the self as an object, by which professional identities are formed. The conceptualization provides a way of understanding and developing leadership in fields consisting of strong professional identities. The applications of the framework are also discussed.     

领导者财务风格与公司业绩的实证研究

文章根据泰德·普林斯博士的领导者财务特质理论,研究领导者财务风格对公司业绩的影响。结果表明盈余型风格的领导者相对混乱型风格的领导者对公司业绩有显著的提高作用,赤字型领导者对公司业绩有显著的负向影响。     

Leader humility,team job crafting and team creativity: The moderating role of leader–leader exchange

Despite an increasing number of studies on leader humility, the relationship between leader humility and team creativity needs further exploration. Using the connectionist network model, we propose that leader–leader exchange (LLX), the upward exchange relationship of a team's direct supervisor, moderates the effect of leader humility on team job crafting, and this in turn affects team creativity. We test our hypotheses using a sample of 286 employees in 59 teams with a multiple‐source, time‐lagged research design. Our conclusions are as follows: (a) for team leaders with high LLX, leader humility is positively related to team job crafting, whereas for team leaders with low LLX, the relationship between leader humility and team job crafting is negative; (b) team job crafting is positively related to team creativity and (c) team job crafting mediates the effect of the interaction between leader humility and LLX on team creativity.     

Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion,Self‐Efficacy,and Performance

Although the effectiveness of leader humility has been well documented, our understanding of how leader humility influences followers psychologically is limited. Surpassing a mere leader‐centric understanding of the leader influence process by more fully understanding how leadership behavior shapes followers psychologically has been identified as a critical need by leadership scholars. Drawing on self‐expansion theory, we argue that leader humility triggers followers’ self‐expansion and that this psychological change enhances followers’ self‐efficacy, which in turn contributes to followers’ task performance. We also argue that the relationship between leader humility and followers’ self‐expansion is strengthened when leaders and followers are similar in age and gender. Using a time‐lagged research design with responses from 256 leader–follower dyads, we found support for our proposed model. We discuss the theoretical implications for our findings and suggest areas for future research.     

为何言路难开?领导拒谏构念维度与形成机理探究

员工谏言不仅具有建设性,而且具有挑战性和结果的不确定性,使得领导者可能纳谏也可能拒谏。然而,现有研究主要关注员工谏言与领导纳谏,却忽略了领导拒谏。本研究在回顾员工谏言及相关研究的基础上发现,领导者会对员工谏言进行建设性评估和威胁性评估,具有建设性和防御性两种行为目的。基于此,首先,从领导者的双元行为目的出发探讨了领导拒谏的概念与维度,依据发展视角、人际视角和防御视角将领导拒谏划分为:指导员工驱动的拒谏、维持关系驱动的拒谏、保证权威驱动的拒谏。其次,分析了领导拒谏的形成机理,从谏言内容、谏言员工和谏言行为三方面考察领导者对员工谏言的认知评估过程,详细讨论了组织距离如何通过领导注意间接影响领导拒谏,并探讨了权力距离在领导注意与领导拒谏之间所具有的调节作用。本研究有助于推动领导拒谏的理论构建,拓展认知评估理论的应用,而且能为组织管理实践给予一定的参考与借鉴。     

Psychological profiles for predicting leader performance

This study deals with the search for psychological profile(s) that can differentiate levels of leader performance. Although many have rejected the traditional trait theory approach to leadership, others continue to search for meaningful relationships between leader characteristics and leader behavior/effectiveness. Recent promising research focuses on profiles as opposed to individual traits as indicators of leader effectiveness. It is clearly the interaction of certain individual characteristics and situational variables that ultimately predict leader behavior. This requires continued search for person variables that may be relevant to this equation. Work with the 16 Personality Factor scale suggests some promising results. Research in this article focuses on the generation of specification equations that differentiate between high and low performers. The assumption is that there exist unique combinations (profiles) of characteristics that can aid in the prediction of leader performance. This research is an attempt to explore such profiles. Results show that a multitrait profile with weighted scale scores can predict performance. Significant correlations were obtained between 16PF profile scores and overall performance.     

简论高校新生班干部队伍的建设

高校新生班干部队伍的建设,是辅导员面临的一项重要课题。建立一支素质高、能力强的班干部队伍至关重要。新生班干部队伍的建设应从科学选拔、适时点拨、正确引导、大胆放手等方面着手。     

Enhancing leader inclusion while preventing social exclusion in the work group

Research on inclusion and exclusion at work has grown in recent years, but for the most part has been treated as separate domains. In this paper, we integrate these literatures to build greater understanding of leader inclusion and leader exclusion. Leaders play a critical role in determining group member experiences of inclusion and exclusion through direct treatment of employees, and by serving as a role model (Bandura, 1977). According to social identity theory, when the leader is rewarded by the organization, this signifies that the leader is a prototypical organizational member who exemplifies the set of norms and behaviors most consistent with the organizational ideal (Hogg & van Knippenberg, 2003). We argue that through both social learning and social identity mechanisms, the leader can encourage inclusionary and exclusionary behavior in their work group. We first examine leader inclusion and present the types of behaviors that will aid in creating inclusive team member experiences. By exhibiting these behaviors, a leader can be a role model, an advocate and an ally for building work group inclusion. Next, we present the negative roles of ostracizer and bystander adopted by leaders that indicate support for behaving in an exclusionary manner, which can lead to exclusion among coworkers. We then describe leader remedies for social exclusion. Finally, we discuss the implications of our model and directions for future research.     

Team leader experience in improvement teams: A social networks perspective

In this research, we disentangle the relationship between several key aspects of a team leader's experience and the likelihood of improvement project success. Using the lens of socio-technical systems, we argue that the effect of team leader experience derives from the social system as well as the technical system. The aspects of team leader experience we examine include team leader social capital (a part of the social system) and team leader experience leading projects of the same type (a part of the technical system).We examine four different, yet related, dimensions of a team leader's social capital, which we motivate based on the social networks literature. One dimension, team leader familiarity, suggests that social capital is created when team leaders have experience working with current team members on prior improvement projects, and that such social capital increases the likelihood of improvement project success. We develop three additional dimensions, using social network analysis (SNA), to capture the idea that the improvement team leader's social capital extends beyond the current team to include everyone the leader has previously worked with on improvement projects. Contrasting our SNA-based dimensions with team leader familiarity enables us to better understand the impact of a team leader's social capital both inside and beyond the team. We also examine the effect of a team leader's experience leading prior projects of the same type, and consider the extent to which organizational experience may moderate the impact of both team leader social capital and same-type project experience.Based on analysis of archival data of six sigma projects spanning six years from a Fortune 500 consumer products manufacturer, we find that two of our SNA-based dimensions of team leader social capital, as well as experience leading projects of the same type, increase the likelihood of project success. In addition, we show that organizational experience moderates the relationship between team leader same-type project experience and project success. However, this is not the case for the relationship between the dimensions of team leader social capital and project success. These results provide insights regarding how dimensions of team leader experience and organizational experience collectively impact the operational performance of improvement teams.     

Credit claiming

We consider a leader and a subordinate he appoints who work in a team. The public observes the organization’s performance, but not the separate contribution of the leader or of the subordinate. The leader may therefore claim credit for the good work of his subordinate. We find conditions which induce the leader to claim credit (both truthfully and untruthfully), and the conditions which lead the leader to appoint a subordinate of low ability.JEL Classification: M5Björn Segendorff gratefully acknowledge financial support from The Swedish Council for Research in Humanities and Social Sciences (HSFR, F0357/97). We are also grateful for comments by an anonymous referee.     

基于BP算法的高校领导伦理能力测评研究

通过界定高校领导伦理能力的内涵,构建了高校领导伦理能力的测评模型,结合BP神经网络算法的优点,构建了基于BP算法的高校领导伦理能力评价模型,并通过实证分析验证模型的可行性和有效性。     

Cooperative Goals,Leader People and Productivity Values: Their Contribution to Top Management Teams in China*

abstract This study proposes that when top management team members are convinced that their leader is committed to people and productivity, they conclude that their leader is effective and contribute to making their organization innovative. Cooperative goals among top management team members may be credible evidence that their leader has people and production values. Executives from over 100 organizations in China completed measures of their cooperative, competitive, and independent goals, their leader's people and production values, and their leader's effectiveness. CEOs from these firms rated their organization's innovativeness. Structural equation analysis suggested that cooperative goals among top management teams convince them that their leader values people and production and that these values in turn result in leader effectiveness and organizational innovation. Results, coupled with previous research, were interpreted as suggesting that cooperative goals and leader people and production values are foundations for leader and top management team effectiveness in China.     

Applying Game Options in a Loan Exit Model

This study explores market exit decisions of financial institutions into a duopolistic loan in the evaluation concept. A game options approach is used to analyze how uncertainty influences loan decisions. Suppose that the loan market only contains two financial institutions (the leader and follower), and these two roles can be chosen freely. The financial effect for outside shock follows the Poisson downward jump process, and the leader and follower exit the thresholds and are compared to the loan market in the continuous time diffusion process. This study obtains the following results: In the exiting model, the exit costs for the leader are influenced by those of the follower. If the ratio of the leader to follower exit costs is stable, the first-in-first-out or last-in-first-out optimal evaluation models are derived during two financial institutions exiting the loan market.     

Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice

A significant body of research has described effective leader behaviours and has connected these behaviours to positive employee outcomes. However, this research has yet to be systematically integrated with organizational justice research to describe how leader behaviours inform justice perceptions. Therefore, we conduct a meta‐analysis (k = 166, N = 46,034) to investigate how three types of leader behaviours (task, relational, and change) inform four dimensions of organizational justice (procedural, distributive, interpersonal, and informational) referenced to the leader and to the organization. Further, we examine the joint impact of leader behaviours and justice perceptions on social exchange quality (i.e., leader–member exchange), task performance, and job satisfaction. Our results suggest that leader behaviours differentially inform leader‐ and organization‐focused justice perceptions, and the joint effect of leader behaviours and justice perceptions offer more nuanced explanations for outcomes.     

Leader–member exchange and follower creativity: the moderating roles of leader and follower expectations for creativity

We examined leader and follower expectations for creativity as moderators in the relationship between leader–member exchange (LMX) and follower creativity. The results of a survey among 193 leader–follower dyads from two high-tech companies in mainland China show that LMX positively relates to follower creativity, and that leader and follower expectations for creativity moderate this relationship. Specifically, the relationship between LMX and follower creativity is positive and significant when either leaders or followers, or both leaders and followers, set high rather than low expectations for creativity, with the highest level of follower creativity observed when leaders and followers congruently hold high creativity expectations. In contrast, the LMX–follower creativity relationship is blurred when leaders and followers congruently hold low expectations for creativity. We discuss the relevance of these results from theoretical and professional perspectives.     

When does perceived leader regulatory-focused modeling lead to subordinate creativity? The moderating role of job complexity

This study identified job complexity as a moderator that influences the relationship between perceived leader regulatory-focused modeling and followers' creativity. Using a sample of 340 employees and their supervisors from five Chinese companies, the authors found that (1) perceived leader role modeling (promotion-focused/prevention-focused) is related to followers' creativity and (2) job complexity moderates the relationship between perceived leader regulatory-focused modeling and creativity. The authors discussed implications of these results for research and practice.     

How Creative Can Leaders Afford to be Without Losing Credibility?

Leaders know in their gut that creativity and innovation are the life blood of their organization. New ideas can lead to programs that are superior to an organization's established or planned programs. Leadership is to engage the right people, at the right times, to the right degree, in creative work. Inspirational leaders will promote employee creativity. On the other hand, the ability of leaders to be creative is an essential quality of leadership. Done well, the change of course looks like a moment of courage. The leader went to the precipice and had the strength to say, Let's turn back. Done badly, the change of course looks like pure opportunism or lack of conviction, and the leader's leadership credibility is undermined. The line between the two is thin. Which side a leader ends up on depends essentially on how the leader takes into account essential strategic factors, and how hard the leader will work to keep others on their side when they make the move.     

Stackelberg leadership and transfers in private provision of public goods

We consider transfers in a Stackelberg game of private provision of a public good. It turns out that the agent who is the follower in the process of making voluntary contributions to a public good may have an incentive to make monetary transfers to the Stackelberg leader even in a situation where neither has a comparative advantage in making contributions to the public good. The Stackelberg leader is willing to accept such transfers if the actual contribution game is fully non-cooperative because the transfer generates a Pareto superior outcome. If the contributions in the Stackelberg equilibrium is the threat point of a possible cooperative Nash bargaining game, the Stackelberg leader will refuse to accept the transfer if she can. Received: 30 June 1995 / Accepted: 18 February 1997