Organizational Culture,Leadership Behaviors,and Employee Attitude in Chinese SMEs＂ Empirical Evidence

This study examines the impact of organizational culture on leadership behaviors, as well as the influence of leadership behaviors on employee attitude in Chinese small and medium-sized enterprises （SMEs）. Based on previous researches, this study establishes a conceptual model that indicates the two types of influential relationship. Data are collected from 515 subordinates of 23 SMEs in Chengdu of Sichuan province. By using statistical methods, findings of this study are concluded. Directions for future research are also discussed.     

Entrepreneurial Hustle: Navigating Uncertainty and Enrolling Venture Stakeholders through Urgent and Unorthodox Action

Entrepreneurs need to act under conditions of uncertainty and resource constraints to bring new, often-unrecognizable products to market and convince an unknown set of stakeholders to support their endeavours. The type of action entrepreneurs take to navigate uncertain entrepreneurial contexts is underspecified. We analysed 48 interviews with entrepreneurs to inductively identify an action-oriented construct we labelled as entrepreneurial hustle – an entrepreneur’s urgent, unorthodox actions that are intended to be useful in addressing immediate challenges and opportunities under conditions of uncertainty. In a follow-up study, we use an experimental vignette approach to assess the impact of an entrepreneur’s hustle on venture stakeholders. Findings suggest that entrepreneurial hustle positively influences stakeholder perceptions of the entrepreneur’s leadership effectiveness and a venture’s legitimacy, mediated by perceptions of the entrepreneur’s ability-based trustworthiness. We conclude that entrepreneurial hustle is a fundamental behaviour that enables entrepreneurs to enrol new venture stakeholders and lead their entrepreneurial efforts.     

系统论视角下中国特色领导者素质研究

领导职能从属于管理系统,领导职能的发挥对整个管理系统良性发展有着重要的意义。领导者是否具备应有的素质就成为领导职能发挥的关键,进而影响和制约着整个管理系统。领导者应具备良好的政治素质、知识素质、能力素质和心理素质,不断拓展自身的素质和能力。     

Public or Private Sector Wage Leadership? An International Perspective*

Whether a government acts as a wage leader, placing pressure on private‐sector wages (more open to competition), or whether it plays a passive role and merely follows wage negotiations in the private sector, there are important implications for macroeconomic development, particularly in small open economies and/or countries that are members of a monetary union, such as those of the European Monetary Union. With the notable exception of the case of Sweden, opinion on this issue is still divided. In this paper, we look at public‐ and private‐sector wage interactions from an international perspective (18 OECD countries). We focus on the causal two‐way relationship between public and private wage setting, confirming that the private sector, on the whole, appears to have a stronger influence on the public sector, rather than vice versa. However, we also find evidence of feedback effects from public wage setting, which affect private‐sector wages in a number of countries. When the private sector takes the lead on wages, there are few feedback effects from the public sector, while public wage leadership is typically accompanied by private‐sector feedback effects.     

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.     

领导力发展项目的设计与实施

本文依据对美国一流组织经验的分析,总结得出领导力发展项目设计与实施基本原则、一般程序。基本原则包括:全面关照领导力在个人层次、关系层次和集体情境层次上的协调发展,使项目成为一个动态的、持续的过程,使项目具有针对性。而成功的项目设计与实施一般都包括组织诊断、项目参加者选择、领导力发展需求测评、项目设计、项目实施、后续支持和总体评价几个阶段;各阶段的具体经验也在文中进行了分析。     

Building value through sustainable project management offices

Organizations' attempts to implement and gain value from investments in project management have resulted in the rapid growth and, in some cases, demise of project management offices (PMOs). The recent research literature on PMOs provides an ambiguous picture of the value case for PMOs and suggests the tenuous nature of their current position in many organizations. In studying project management implementations for the Value of Project Management project, we chose to use three detailed cases and comparisons with the remaining 62 organizations in the value project to study how PMOs are connected to value realization for organizations investing in project management. Specifically, we sought to understand how PMOs deliver sustained value to organizations. Using the theories of Jim Collins (Collins, 2001; Collins & Porras, 1994) as an interpretive framework, we explore these cases to understand how to create and sustain project management value through investment in PMOs.     

Implicit Leadership Theories of Bruneians

A leader's effectiveness is affected by the followers’ acceptance of the leader as their leader. Followers rely on their cognitive schema to judge whether someone deserves to be considered a leader. This cognitive schema is the implicit leadership theory (ILT) individuals have on the qualities of a leader. When leaders are perceived as conforming to this ILT, they are seen as leaders, and followers accept their influence attempt. This study examined the ILT of Bruneians. The findings indicate that Bruneians are associated with a distinct ILT and shows that gender and personality variables predict the variation in ILT.     

中国文化情境下包容性领导对员工敬业度的影响

包容性领导是一种当前备受关注的新型领导方式。本文通过对国内95家企业共665位员工进行问卷调查,主要考察包容性领导对员工敬业度的影响、组织认同的中介作用和平衡互惠的调节作用。研究结果显示：包容性领导显著正向影响员工敬业度;组织认同在包容性领导与员工敬业度之间起到中介作用;平衡互惠在组织认同与员工敬业度之间起到调节作用;并且平衡互惠正向调节组织认同对包容性领导与员工敬业度的中介作用。因此,企业应该采取开放包容的领导方式,通过提高员工的组织认同感,提升员工敬业度。     

Ethical leadership in Chinese organizations: Developing a scale

In light of a series of ethical scandals in China in recent years, this research aims to develop a reliable and valid scale to measure ethical leadership, namely the “ethical leadership measure (ELM).” Our results show that ELM is strongly and positively correlated with scales for authentic leadership, ethical leadership, idealized influence, and a recently-developed leadership virtues questionnaire (LVQ); and negatively correlated with laissez-faire leadership and passive management by exception. ELM is also found to be positively related to followers’ job satisfaction, affective commitment, trust in leader, organizational citizenship behavior, and moral identity, and negatively related to followers’ intention to quit.