Enabling Shared Leadership in Virtual Project Teams: A Practitioners' Guide

Many virtual project teams perform better when leadership is shared (rather than centralized with the formal team leader); however, team leaders are often neither prepared to identify shared leadership potential nor to actually share leadership responsibility. Based on a study of 96 globally dispersed software development teams we show that team leaders tend to underestimate the team members’ capacity to lead themselves. As a consequence, these leaders monopolize decision‐making authority and provide insufficient levels of autonomy for team members to tackle their tasks. Preventing the team members from unfolding their true potential, these leaders unconsciously jeopardize virtual team performance. Paradoxically, it is thus team leaders themselves hindering leadership effectiveness in virtual teams.     

Organizational practice transfer within a transnational professional service firm: the role of leadership and control

Most cross-border organizational practice transfer involves implementation challenges, yet key literature in this field largely overlooks the mediating role of the transfer coalition, which serves as a ‘bridge’ between headquarters and subsidiaries in transferring an organizational practice. By exploring an in-depth case study of a top-tier professional service firm, this study contributes to the literature on cross-border human resource management practice transfer. We show that the transfer coalition displayed activities that translated into two separate managerial roles – transfer leadership and control – that were practiced with quite different levels of commitment by different members and impacted the successful management of the transfer process. We propose two distinctive transfer coalition archetypes – the entrepreneurial and the ceremonial type – where the leadership and control roles were practiced quite differently and reached different levels of organizational practice adoption. Furthermore, we suggest practical implications for HR professionals in order to improve global leadership and control competence.     

Credit Where Credit is Due: A Field Survey of the Interactive Effects of Credit Expectations and Leaders’ Credit Allocation on Employee Turnover

Today's human resource management community has a strong interest in the issue of how HR practice is implemented by managers and leaders in the workplace. In this article, we investigate how one specific practice, leaders’ public recognition of a job well done (i.e., credit allocation), impacts employee turnover. Based on expectancy violations, psychological contracts, and turnover research, we predicted that subordinates would be more likely to leave an organization if their leader took credit for their work, but only if the credit taking violated subordinates’ expectations. In a field survey of organizational employees, we found that the effects of credit taking on turnover were negated when subordinates’ expectations and leaders’ credit allocation behavior were aligned. However, when leaders’ credit behavior came as a surprise, participants responded negatively when expectations were not met and positively when expectations were exceeded. We discuss the implications of these results for both theory and practice. © 2014 Wiley Periodicals, Inc.     

Investor perceptions of CEO successor selection in the wake of integrity and competence failures: A policy capturing study

Research summary : Drawing on theory about signaling, sensemaking, and the romance of leadership, we extend inquiry on investors' perceptions of CEO succession following misconduct. Whereas past studies have treated misconduct monolithically, we examine failures of integrity and competence separately. Using a policy capturing methodology that isolates investors' decision making from potential confounds, we find that, following an integrity failure, investors perceive outside and interim successors positively but inside successors negatively. Following a competence failure, investors perceive outside successors positively but are ambivalent toward inside and interim successors. Our findings indicate that whether an act of misconduct was an integrity failure or a competence failure, and what type of successor the firm chooses, are important considerations when using CEO succession as a means to restore investor confidence. Managerial summary: Business headlines regularly feature episodes of organizational misconduct, such as product safety problems, environmental violations, employee mistreatment, and securities lawsuits, and their aftermath. In such scenarios, shareholders demand answers from the people at the top, even if those people were not directly responsible for the problem. As a result, companies often fire the CEO as a means to restore investor confidence. Does this work? It depends on the type of misconduct and who is the CEO's successor. Following a competence failure, investors welcome the appointment of an outsider, but they are indifferent to inside and interim successors. Following an integrity failure, shareholders greet outside and interim CEO successors favorably while frowning on the promotion of insiders. Copyright © 2015 John Wiley & Sons, Ltd.     

Management heterogeneity,competitive interaction groups,and firm performance

One of the fundamental problems in strategic management is to map a heterogeneous set of firms in an industry into subsets of firms within which firms are homogeneous in their conduct and performance. The strategic group concept provides an answer to this intriguing question. Researchers in strategic group theory argue that firms within the same strategic group are behaviorally similar and thus tend to compete more fiercely within the group than across groups. In this paper, we focus on the question whether firms within the same group show similar decision‐making characteristics. Strategic‐choice theorists argue that top management teams in firms have substantial discretion in determining the future strategic contour of firms. Upper‐echelon theorists also argue that top managers are the strategists who set the direction of firms and the pace of competition in the industry. Further, they argue that top management team characteristics are an important element that determines the market niche in which a firm competes and the strategic direction a firm follows. Based on these arguments, we expect that there will be a significant link between grouping of firms by the patterns of competitive interactions and grouping of firms by top management team heterogeneity. Moreover, we argue that the closer the TMT heterogeneity of a firm is to the dominant heterogeneity in the competitive interaction group, the better it performs. Copyright © 2000 John Wiley & Sons, Ltd.     

情感型领导对员工工匠精神的跨层影响——基本心理需求满足和未来工作自我清晰度的作用

工匠精神作为企业实现提质增效、构建竞争优势等目标的关键推手,如何有效培育组织成员工匠精神成为学界和业界共同探讨的话题。基于自我决定理论,构建了一个包括情感型领导、基本心理需求满足、未来工作自我清晰度和员工工匠精神的跨层次有调节的中介作用模型。通过双时点方式收集数据并进行实证分析,结果表明：情感型领导对员工工匠精神培育具有积极影响;情感型领导通过基本心理需求满足间接影响员工工匠精神;未来工作自我清晰度不仅正向调节情感型领导、基本心理需求满足与员工工匠精神间关系,而且正向调节基本心理需求满足的中介作用。本文厘清了情感型领导与员工工匠精神间的内在机理,也为组织有效培育员工工匠精神提供了指导。     

国内外精神型领导研究的知识结构、发展演变与热点分布——基于CiteSpace知识图谱的对比分析

利用CiteSpace对Web of Science、CNKI(中国知网)和CSSCI(中文社会科学引文索引)中的相关文献分别进行可视化分析,通过知识图谱了解国内外精神型领导研究的知识结构、发展演变和热点分布。通过对比分析发现：国内外精神型领导研究在知识来源、作者合作网络、整体演进趋势上存在共性,但在知识基础、国际合作程度、发展阶段划分及热点问题侧重上有所差异;国内外研究的知识来源均以管理学和心理学类刊物为主,核心作者数量少且合作关系缺乏,少量核心作者和关键文献构成了领域的知识基础,职场精神性为精神型领导提供了主题归属和知识背景。通过对比国内外研究发现：国内研究的应用场景有待进一步拓展;与英美等国相比,我国的国际研究合作还有待加强;同时国内研究缺乏共同的知识基础,关联性和累积性不足,研究间的承继关系较差;尽管与国外研究的整体演进趋势相似,但国内研究发展滞后,研究内容有待进一步深化和拓展。未来,我国精神型领导研究可从加强情境化研究和国际合作、优化研究设计、开展质性和混合研究、提升理论建构的体系性等方面进一步深入。     

The Social Identity Approach to Effective Leadership: An Overview and Some Ideas on Cross-Cultural Generalizability

When employees identify with the groups and organizations they work for, this typically has positive implications for work-related attitudes and behaviors. The present paper provides a focused overview of the social identity approach to leadership and some ideas on its cross-cultural generalizability. To this end, we will first outline the basic tenets of the social identity approach and summarize the relations of organizational identification with work-related variables. Then, we will discuss the role of social identity-related concepts for effective leadership. In particular, we will present empirical studies on the following three aspects: (1) the transfer of leader identification onto their followers, (2) the role of leader prototypicality, and (3) the ways for leaders to actively manage the identities of the groups they lead. Finally, we will provide some suggestions on how to implement the principles of identity management into practice and offer suggestions for future research, with a special focus on China.     

悖论式领导对团队创新绩效的影响研究——失败学习与技术动荡性的作用

悖论式领导是一种新型领导风格,能够有效应对团队创新过程中的矛盾.本文基于社会认知理论、经验学习理论,构建了一个被调节的中介模型.基于311份问卷数据,运用层次回归、bootstrap等数据分析方法,实证检验了悖论式领导对团队创新绩效的影响机制,并进一步探究了技术动荡性的调节作用.研究发现:悖论式领导能够显著提高团队创新绩效;悖论式领导对团队创新绩效产生影响主要通过失败学习实现;技术动荡性削弱了失败学习对团队创新绩效的影响.本文不仅证实了悖论式领导在中国情境下的有效性,揭开了悖论式领导对团队创新绩效的重要作用机制,而且为组织正确认知和应对失败,从而提高团队创新绩效提供了新的解决方式.     

差序式领导何以促进员工职业成长？职业呼唤的调节作用

随着社会经济的发展,个体更加重视职业生涯体系建设,领导行为这一影响员工职业生涯发展的组织因素被越来越多地探索.基于自我决定理论和个体?情境交互理论,本文探讨了差序式领导对员工职业成长的作用机制.采取三波次时跨一年的问卷调查,收集了432个有效研究样本.实证研究发现:差序式领导正向影响员工职业成长;差序式领导通过组织自尊和工作重塑对员工职业成长产生正向影响,即组织自尊和工作重塑在差序式领导和员工职业成长关系间具有多重中介作用;职业呼唤能够调节组织自尊和职业成长的关系,职业呼唤对工作重塑和职业成长的正相关关系同样发挥调节作用;职业呼唤正向调节组织自尊和工作重塑的中介作用.