Jeong exchange and collective leadership in Korean organizations

How does the Korean management system work with open interaction and without excessive power abuse, in spite of the emphasis on authority and hierarchy in Korean society? This paper explicates the concept of jeong exchange, an emotional support mechanism based on informal social ties, as the basis of social capital in Korean collectives (woori). Jeong exchange is first described and then contrasted with related concepts in the other major Confucian societies of China and Japan. It is then used to develop the notion of “collective leadership” to describe the nature and process of Korean leadership.     

Why leadership of public leadership research matters: and what to do about it

The tough-talking, take-charge, individualistic view of public leadership is alive and well throughout the world, despite the enthusiasm of leadership scholars for more shared, relational, and collectivist views. The times therefore seem especially appropriate for assessing the state of public leadership theory and research and charting a path forward to enhance understanding of the continued appeal of Great Person leadership and the promise of collective leadership. This essay considers the current public leadership context, highlights distinctive characteristics of public leadership, and provides an overview of recent public leadership research through a collective lens. We call for more attention to leadership theory from within public management and the broader leadership fields and to public value and public values in leadership theorizing and research. We suggest public leadership scholars roam more freely through the disciplines and experiment with a variety of methods beyond the traditional case study.     

Design thinking for innovation: Considering distinctions,fit, and use in firms

As firms struggle with high failure rates when developing new products and services, they seek new approaches to innovation. One method garnering attention is design thinking (DT), a design-based method of problem solving. Businesses as varied as Airbnb and PepsiCo are embracing DT in growing numbers, but some may be joining the bandwagon without understanding its distinctions compared to the main alternative, the Stage-Gate (SG) methodology. SG, a project-review process, is used in many firms today to create innovations. To guide managerial consideration of DT, this article provides an explanation of DT as compared with SG, a framework to assess DT’s fit with the firm, and ways DT may be effectively used.     

Personal values and leadership effectiveness

The study sought to evaluate the personal values profile, the predominant leadership styles, the leadership effectiveness, and the relationship between personal values balance and leadership effectiveness of a group of Brazilian executives. In order to evaluate the personal values profile a closed instrument of the rank order type has been developed and applied. To identify the predominant leadership styles, as well as the leadership effectiveness of the involved executives, it has been used as an instrument available in the market. To verify the relationship between personal values balance and leadership effectiveness, the linear regression method has been used computing the linear correlation coefficient between the before mentioned variables, involving 400 executives. The study has shown that the executives have an unbalance in their personal values profile, with predominance of economic and theoretical values. Additionally the study has uncovered lack of flexibility regarding the leadership styles, presenting styles of selling and sharing ideas as dominants. The study also showed that the leadership effectiveness of the involved executives was at a moderate level. Finally, the research pointed out a high positive relationship between personal values balance and leadership effectiveness, and, furthermore, it showed a better balance of personal values, if one considered only the part of the sample involving executives working in organizations which presented better results in the three previous years (50 executives).     

Schumpeter, Hegel and the vision of development

This paper suggests that the intellectual origins of the visionunderlying Schumpeter's evolving theory of economic developmentcan in significant measure be traced to Hegel. Like Hegel, Schumpeteridentified two essential moments in history—the preservationof the existing order or ‘circular flow’, on theone hand, and its destruction and replacement by a new orderor ‘development’, on the other. Like Hegel, Schumpetersaw change being effected by individuals who grasped what wasessentially new and developing in the particular historicalcircumstances of their own age.     

教练型领导、自我效能感与员工工作绩效

教练型领导通过引导而非指导行为帮助员工提升了工作绩效,而且这种作用部分是通过提升员工的自我效能感来实现。文章基于中基层管理人员的一手调查数据,并区分了员工周边绩效和任务绩效,实证检验了教练型领导与员工工作绩效的关系,以及自我效能感的中介作用。研究结果表明:教练型领导行为对员工自我效能感和工作绩效均存在显著的正向影响,且员工自我效能感对教练型领导行为与工作绩效的正相关关系起部分中介作用。具体地,教练型领导行为的作用水平越强,实施普及性越广,员工的自我效能感就越高,员工的工作绩效也就越好;同时,教练型领导行为和员工自我效能感对员工的周边绩效和任务绩效具有类似的正向影响。     

公司领导结构对管理层变更的影响：来自上市公司的证据

本文研究了公司领导结构的治理功能,通过对上海证券交易所605家上市公司2005-2007年数据的实证研究,考察了公司领导结构（董事长与CEO两职合一或者分离）对高级管理人员变更的影响作用。文章的实证结果显示,（1）董事长与CEO两职合一对公司高级管理人员变更产生显著的负向影响。（2）以净资产收益率为计量指标的公司前期业绩因素对当期高级管理人员变更具有显著的负向效应。本文的研究结论表明,在公司治理机制中,董事长与CEO的两职合一会对管理层变更产生抑制作用,而董事长与CEO的两职分离则有助于替换无效率的管理团队。这意味着,董事长与CEO两职合一的领导结构会降低董事会的治理效率,并弱化董事会的监督功能。     

工程需求与领导风格对工程创新的驱动作用:跨层次研究模型

工程创新的实现不仅依靠需求的引领,还需要发挥领导支持、个体努力、氛围营造、文化带动等作用。通过明晰创新概念、界定建设工程创新层次,从个体与组织层面探讨工程需求、领导风格对工程创新驱动作用的\"黑箱\"。基于文献分析方法对工程需求、工程文化、领导风格、创新行为变量关系提出研究假设,从而构建跨层次工程创新驱动机理概念模型。结果发现,工程需求具有引领作用,领导风格具有驱动作用但也可能起中介作用,工程文化具有调节作用。通过选取多个工程创新案例,针对研究假设和理论模型进行初步验证,指出研究的下一步工作以及可能存在的不足。     

家长式领导对知识转移绩效影响的探索式案例研究

知识是组织最有价值的战略资源,知识转移对组织效能与员工创造力有显著影响,领导风格对知识转移绩效有重要影响。随着全球一体化的加剧,“互联网＋”背景下互享、互联、互通的时代特征以及领导、员工思想和行为更趋于独立、开放、多元和包容。需重新解读以仁慈和威权为核心的家长式领导内涵与结构,探究家长式领导对知识转移绩效的影响机理。通过对一家小型高新技术企业进行访谈,基于案例资料,采用扎根理论法,重新构建知识经济时代下的家长式领导内涵和结构,确立关怀爱护、包容开明、鼓励教导与德行典范4个维度。结果发现,上述4个维度均能促使员工进行知识转移,并通过过程性或情境化行为提升知识转移绩效。     

变革型领导对员工创新行为的影响机制:一个跨层次模型研究

以山东省两家高新技术企业251名员工为样本,以情感事件理论和计划行为理论为基础,运用结构方程模型（SEM）和多层线性模型（HLM）,验证了心理资本在变革型领导与员工创新行为间关系的中介作用以及团队情绪氛围对该关系的跨层次调节作用。结果表明：变革型领导与员工创新行为显著正相关;员工心理资本在变革型领导与员工创新行为关系中起完全中介作用;团队情绪氛围正向调节变革型领导对员工心理资本的影响,即团队情绪氛围水平越高,变革型领导与员工心理资本的正向关系越强。