Leveraging the employee voice: a multi-level social learning perspective of ethical leadership

Extending social learning theory to a multi-level perspective, this study proposes a theoretical model that investigates both individual and team-level mechanisms that mediate the effect of ethical leadership on employee voice. Specifically, in terms of an individual-level social learning perspective, we suggest that an ethical leader acts as a prototype of a moral person (i.e. an ethical role model). From a team-level social learning perspective, we propose that, as a moral manager, team ethical leadership will foster an ethical climate within the team which will create a moral context that impacts employees’ behaviors. In both instances, employee voice behaviors will be enhanced through these mechanisms. Evidencing the importance of the interaction between leader behaviors and context for leader effectiveness, we also show that employees are more likely to regard their ethical leaders as ethical role models in a team that highly values ethical conduct (i.e. high in ethical climate). Results obtained from 47 managers and 211 subordinates in China support our theoretical model. The theoretical and practical implications of our findings are also discussed.     

Adding ethical consideration to the decision‐making process: A leadership challenge

Stakeholder analysis offers a well‐established framework for understanding organizational context and environment. Stakeholder analysis also offers a lens through which ethical considerations can be consciously evaluated and included in organizational decision making. In this article, the author offers a brief overview of the ethics literature and then examines the decision‐making process to identify how and when opportunities arise to include ethical considerations into the decision‐making process. He concludes by offering suggestions on how leaders might improve their ethical decision‐making by using a more macro and strategic stakeholder lens.     

Undermanaged and not yet led: Reconciling management gap and leadership challenge for the new nature of the Chinese firm

The People's Republic of China is already the world's largest social system. It is now well on its way to becoming the world's largest national economy. This rapid economic development of the last 30 years is a result of the economic reforms carefully architected since 1978 by the former Paramount Leader Deng Xiaoping. There are several remarkable characteristics of this uniquely Chinese experience. First, it was not conceived as a paradigmatic shift. The Chinese transition to market‐economic models is closely controlled, incremental, selective, seemingly harmonious, and yet sustainable. Second, it was conceived as a paradox. The scope of these reforms deliberately did not extend to institutional reform. The famous characterization “One Country, Two Systems” captures this almost un‐Western idea of disassociating the evolution of the two spheres and allowing the co‐existence of two competing ideologies. Third, it was conceived as a pragmatic transformation, without proper ontological grounding as to how this dissonance will eventually be reconciled. At this point, the main actors caught between the two fronts (markets and institutions), the firms, will have to rise to the occasion and provide change leadership autonomously. The purpose of this conceptual article is to identify the required changes in nature of the Chinese firms navigating this dualist system, in particular with respect to their leadership component by exploring the presence of antecedents that will allow leadership to emerge. In the alternative we tentatively suggest carefully transferring some of our Western leadership wisdom, but we have to carefully evaluate to what extent existing conditions may also prevent us from doing so.     

Individualism and collectivism: into the 1990s

New, employer-led initiatives in the management of human resources are said to have pitched the emphasis towards the ‘individualistic’ rather than the ‘collectivistic’ aspects of the employment relationship. The marginaliza-tion of trade unions and collective bargaining which this has entailed are but two (albeit fundamental) facets of a wide-ranging set of issues and repercussions. Individualization of employment policies throws up dilemmas and unresolved challenges for managers, trade unions and employees.

In embarking upon a major new empirical research project it has become necessary to revisit and review the utility of the currently available literature. In particular, how well would the traditional approaches to modelling individualism and collectivism cope with the new directions taken by recent managerial initiatives? The results of this analysis contribute the heart of this article. It is suggested that previous approaches ignore key dimensions of change which managers are currently pursuing. A new set of categories is proposed for understanding the mix of individual and collective elements in current developments. It is argued that these more accurately reflect current issues and tensions in management strategy.     

Confucianism,Moral Equality,and Human Rights: A Mencian Perspective

This paper attempts to show the compatibility between Confucianism and human rights, first by revisiting the moral philosophy of Mencius, a key founder of the Confucian tradition, then by reconstructing the Mencian‐Confucian idea of human rights from the perspective of his moral philosophy. One of my central claims is that not only did Mencius acknowledge core human rights—socioeconomic as well as civil‐political—justified by his foundational faith in universal moral equality and human dignity, but he further understood the right to subsistence as an essential part of Confucian‐constitutional rights. Contrary to the widely received notion that in Mencian‐Confucianism the right to subsistence has an overriding value vis‐a‐vis civil‐political rights, I argue that Mencius (and Confucians in general for that matter) never stipulated such a lexical ranking among rights. I conclude by discussing how the type of Confucian moral reasoning that Mencius employs in justifying the moral value of human rights can be re‐appropriated to produce Confucian rights suitable for today. … … … … … …     

The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

This article examines the effect of transformational and laisser‐faire leadership on the part of local union leaders and immediate supervisors on the dual commitment of unionised workers. Building on the social information processing perspective, it is suggested that these leadership styles are linked to commitment through the workplace relations climate (WRC). Based on a sample of 834 unionised workers, our results suggest that WRC represents an important mechanism explaining the effect of the immediate supervisor's leadership in unionised settings. Results also show that transformational leadership on the part of union representatives is positively linked to union and organisational commitment. This article contributes to the WRC and dual commitment literatures by going beyond structural and institutional explanations and considering relational and actor‐related variables, such as leadership styles.     

Negative affectivity and workplace deviance: the moderating role of ethical climate

This study investigates (1) the relationship between employees’ trait of negative affectivity (NA) and workplace deviance and (2) the moderating role of ethical climate in the above relationship. Data was collected from 310 employees in 40 Taiwanese companies, and hierarchical linear modeling was used to test the hypotheses. Results show that NA was positively related to workplace deviance. In addition, the rules climate weakened the relationship between NA and workplace deviance, and both the instrumental climate and the caring climate strengthened the relationship between NA and workplace deviance. Managerial implications and future research directions are also discussed.     

Transformational leadership and followers' attitudes: the mediating role of psychological empowerment

There is now strong evidence that transformational leadership substantially influences the work attitudes and behaviours of followers. However, the mechanisms by which transformational leaders influence their followers have not been studied in a systematic fashion. The purpose of the present study is, therefore, to analyse how transformational leadership promotes: i) job satisfaction among employees; and ii) affective commitment to the organization. In particular, the possible mediating role of psychological empowerment in these two relationships is conceptually hypothesised and empirically tested. The results demonstrate that psychological empowerment mediates the relationship between transformational leadership and employee attitudes.     

企业管理：来自儒、道、法思想的启示

有关企业的管理之道,今天,我们多是从国外管理学家那里获得知识,其实,中国古代先哲丰富、深刻的治国之道亦会给我们带来很多启示.     

中国法律儒家化的发端

中国古代法律走上儒家化道路始于西汉,儒家思想开始代替法家思想,从而成为封建正统法律思想。这一过程是儒家们通过引经决狱,引经注律,纳礼入律三个相关环节,分别在立法、法律解释、司法领域逐渐渗透而展开。     

When does shared leadership matter in entrepreneurial teams: the role of personality composition

Although prior research has investigated a number of conditions under which shared leadership in teams may improve team performance, team composition variables have been left unexplored. Using a sample of 144 teams in a technology incubator in China, this study explored the moderating effects of personality diversity on the relationship between shared leadership and entrepreneurial team performance. Results indicate that shared leadership improves entrepreneurial team performance; the strength of the relationship, however, depends on the level of team personality diversity. More specifically, when relationship-oriented personality diversity is high, the shared leadership—team performance relationship is stronger. These findings advance research in entrepreneurship, groups and teams, and shared leadership, and provide practical implications as well.     

Artificial intelligence and people management: A critical assessment through the ethical lens

The dramatic increase in the use of Artificial Intelligence (AI) in workplaces around the world has tremendous potential to increase business profitability. While AI has numerous useful applications and can help speed up business processes or transform systems, its use in human resources (HR) processes and systems presents a complex series of ethical considerations that require organizational leaders to tread with caution. In this paper, we argue that as the foremost worker advocates in the firm, HR managers must be ethically sensitive and accountable. They have responsibility to carefully monitor AI programs to ensure that these systems do what they are purported to do and protect the dignity of the worker through transparency regarding the data being collected and privacy regarding its usage. Lastly, the HR manager must closely monitor the fairness and equity impacts of AI such that its use is procedurally and distributivity just.     

The impact of perceived corporate social responsibility on organizational commitment and the moderating role of collectivism and masculinity: evidence from China

This study examines the relationship between employee perceptions of corporate social responsibility practices and their organizational commitment. Hierarchical regression analysis was utilized to analyze survey data on 280 employees from five export-oriented manufacturing firms in China. Employee perceptions of corporate social responsibility practices towards internal stakeholders were found to relate positively to their organizational commitment. In contrast, employee perceptions of corporate social responsibility practices to external stakeholders had a nonsignificant or marginally significant impact on organizational commitment. In addition, the collectivism and masculinity orientations of employees were found to moderate this relationship. These findings provide an insight into how corporate social responsibility practices may be utilized to motivate diverse groups of employees within China-based organizations.     

The role of transformational leadership,emotional intelligence,and group cohesiveness on leadership emergence

The concept of emotional intelligence and its connections with other important psychological constructs have been the focus of a wide range of current research (see Mestre & Fernández‐Berrocal, 2007, and Salovey, Woolery, & Mayer, 2001, for reviews). Yet the relationship between emotional intelligence and transformational leadership, a leadership style that is highly correlated with efficiency and satisfaction of the leaders' followers, has scarcely been analyzed. We hypothesize that individuals who score high in emotional intelligence emerge as leaders more easily than low‐emotional‐intelligence individuals due to the fact that they are more transformational in their leadership style. We further suggest that this is especially the case in highly cohesive groups. In this study, we test these ideas and find empirical support for our hypotheses.     

管理方式伦理化与儒家管理文化

近二十年来,西方管理界正在悄悄地进行一场由“科学管理”、“行为科学”向“管理伦理”衍变的管理思想的重大变革。“管理哲学中的P原则和L原则,由过去的Profit(利润)和Loss(亏损)转化为People(人)和Love(爱)。”这表明现代西方管理观点正在朝着东方管理伦理的方向靠拢,管理方式伦理化已经成为国际管理思想发展的新趋势。值得注意的是,伦理化的管理方式从其产生的渊源和结构特征来看,都与我国的儒家管理文化有着十分惊人的吻合。可以推论,在我国这样一个有着几千年儒家文化传统的国家,在组织范围内实施伦理化管理方式将有助于提高管理效能。     

A cross‐cultural examination of the relationships among human resource management practices and organisational commitment: an institutional collectivism perspective

Previous research has shown that human resource management (HRM) practices vary across cultures. However, little research has empirically compared the effects of various HRM practices on firm‐level or individual‐level outcome variables across cultures. Drawing upon psychological contract theory and the literature on cultural values, the present study examined the effects of three organisational‐level HRM practices on individual organisational commitment in a survey of 2424 individuals in 120 organisations located in four countries and three industries. Based upon the GLOBE study, we classified the four countries into two groups – high versus low institutional collectivism. The results of our hierarchical linear modelling (HLM) analyses found significant differences in the effects of organisational‐level HRM on individual organisational commitment across cultures for two of the three HRM practices included in our model: training and teamwork. We also found partial support for differences across cultures for the effects of the third HRM practice: employee involvement in decision making. Overall, our results support the utility of theoretical and empirical models that address multiple levels of analyses to better understand the mechanisms through which the HRM‐performance link takes place across national cultures.