家长式领导对高管团队有效性的影响机制研究:以团队凝聚力为中介变量

本文通过对108家中国企业的高管团队问卷调查所获得的数据的分析,探讨了CEO的家长式领导对高管团队有效性的影响机制,结果表明:仁慈领导和德行领导对团队有效性有显著的积极影响,威权领导对团队有效性有显著的消极影响;团队凝聚力起到了部分中介的作用,威权领导通过降低团队凝聚力对团队有效性产生负面影响.     

How transformational leadership works during team interactions: A behavioral process analysis

Transformational leadership is generally considered helpful for team functioning. However, the social dynamics underlying the benefits of transformational leadership remain elusive to date. To understand how and why transformational leadership can foster team functioning, this study focuses on leader–follower communication dynamics during team interactions. From the perspective of leadership as social problem solving, we argue that transformational leadership is linked to functional team problem-solving processes because transformational leaders use solution-focused communication (mediator model). In a sample of 30 videotaped problem-solving team meetings from two organizations, we coded transformational leadership style and the verbal behavioral interactions of leaders and team members over the course of their entire meetings (30,128 behavioral units in total). Multilevel results showed that transformational leadership was positively linked to functional problem-solving communication by team members. This positive relationship was mediated by leaders' solution-focused communication. Moreover, at the micro-level of conversational dynamics within the meeting process, lag sequential analysis revealed that leaders' ideas and solutions triggered subsequent solution statements by team members and inhibited counterproductive communication by team members, such as running off topic, criticizing, or complaining. We discuss theoretical and methodological implications for conceptualizing dynamic leader–follower processes as well as managerial implications for leading effective meetings in organizations.     

Empowering leadership and contextual ambidexterity – The mediating role of committed leadership for continuous improvement

Organisations nowadays try to be ambidextrous, that is, to balance exploitation and exploration, at the level of the organisational unit, or even at the individual level. Recent studies found that important drivers for contextual ambidexterity are a high level of empowerment and an orientation towards continuous improvement (CI) and innovation. It is, therefore, to be expected that empowering leadership and leader commitment to CI are associated with contextual ambidexterity. However, literature about the relationships between empowering leadership, committed leadership for CI and contextual ambidexterity is scant. Based on two separate survey studies, we validated both the relationship between empowering leadership and contextual ambidexterity, and the mediating effect of committed leadership for CI in the organisational unit level and the individual level. The managerial implications of this research is that organisations that want to facilitate contextual ambidexterity should not only empower employees so that they can decide more independently on how to organise their time and make choices when they conduct exploratory activities and when they perform exploitative activities. Management must also act as committed ambassadors for CI, as CI functions as an integration mechanism to create both alignment and adaptability, and hence contextual ambidexterity.     

Ethical leadership supports safety voice by increasing risk perception and reducing ethical ambiguity: Evidence from the COVID-19 pandemic

Misconduct by business and political leaders during the pandemic is feared to have impacted people's adherence to protective measures that would help to safeguard against the spread of COVID-19. Addressing this concern, this article theorizes and tests a model linking ethical leadership with workplace risk communication—a practice referred to as ‘safety voice’ in the research literature. Our study, conducted with 511 employees from UK companies, revealed that ethical leadership is positively associated with greater intention to engage in safety voice regarding COVID-19. We also find that this association is mediated by relations with the perceived health risk of COVID-19 and ambiguity about ethical decision making in the workplace. These findings therefore underscore the importance of good ethical conduct by leaders for ensuring that health and safety risks are well understood and communicated effectively by organizational members particularly during crises. We discuss the theoretical and practical implications of our study and highlight further opportunities for future research to address the ethical dimensions of leadership, risk management, and organizational risk communication.     

Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study

In this multi-method study, we examined the relationships of leader's social responsibility with different aspects of ethical leadership (morality and fairness, role clarification, and power sharing) as well as with despotic leadership. We also investigated how these leadership behaviors relate to effectiveness and optimism, using multiple-source ratings. Interviews with CEOs (N = 73) were coded for the presence of leader's social responsibility and its facets. Also, using questionnaires, direct reports rated each CEOs' leader behavior (n = 130) and a second group of direct reports (n = 119) rated effectiveness and optimism. As expected, leaders high on social responsibility were rated higher on ethical leadership and lower on despotic leadership. Ethical leadership was also positively related to perceived top management team effectiveness and subordinates' optimism about the future of the organization and their own place within it.     

The effect of authentic transformational leadership on follower and group ethics

We propose a theoretical model to examine how authentic transformational leadership influences follower individual and group ethical decision making. We investigate how follower moral identity and moral emotions mediate the effect of authentic transformational leadership on follower authentic moral action. Furthermore, we explore how authentic transformational leadership develops group ethical climate, which in turn contributes to enhancing group ethics and to developing follower moral identity and moral emotions. Future research and practical implications are discussed.     

Leading teams over time through space: Computational experiments on leadership network archetypes

A key function of team leadership is building and sustaining shared mental models. Topological approaches to leadership identify structural patterns, such as decentralized and shared leadership that empower members to collectively lead themselves toward important goals, but an open question is the particular form of leadership that best promotes team mental models. We explored 8 leadership archetypes using a computational model fit on data from a unique sample of NASA analog space crews. Data from 4, 4-member crews living and working together for 45-days were used to parameterize the model which then accurately predicted mental models for the next set of 4-member crews. The validated model was used to conduct virtual experiments exploring the effects of leadership structures on mental models. We found shared leadership has the largest effect on shared mental models, followed by hierarchical and coordinated leadership. These findings extend shared leadership theory leveraging computational methods to examine leadership archetypes and suggest propositions about how they shape team functioning over time.     

Predictors of the emergence of transformational leadership in virtual decision teams

This study examined the etiology of transformational leadership in virtual team contexts. First, we compared 127 members of virtual decision-making teams with 135 members of traditional face-to-face teams in terms of the relationship between aspects of personality and the emergence of transformational leadership. The type of communication media (face-to-face versus “pure” virtual) was found to interact with extraversion and emotional stability in the prediction of emerging transformational leadership. In line with prior findings, we showed how these personality characteristics were relevant to transformational leadership emergence in our face-to-face teams. However, they were largely unrelated to such leadership in the virtual team context. We also focused specifically on the virtual context by analyzing the content of team interactions. After accounting for the effect of degree of activity level, the linguistic quality in one's written communication was found to predict the emergence of transformational leadership in virtual teams.     

变革/交易型领导对团队创新绩效的权变影响机制——团队情绪氛围的调节作用

基于85个团队的团队领导和450名团队成员的配对数据,通过统计分析发现:当团队情绪氛围比较积极时,变革型领导与团队创新绩效正相关,交易型领导与团队创新绩效负相关;当团队情绪氛围比较消极时,变革型领导与团队创新绩效负相关,交易型领导与团队创新绩效正相关。最后,结合有关研究结果给出了相应的实践和研究建议。     

A SOCIAL IDENTITY MODEL OF LEADERSHIP EFFECTIVENESS IN ORGANIZATIONS

Research into leadership effectiveness has largely overlooked the implications of the fact that leadership processes are enacted in the context of a shared group membership, where leaders, as group members, ask followers, as group members, to exert themselves on behalf of the collective. In contrast, the social identity model of organizational leadership, proposed here, emphasizes the characteristics of the leader as a group member, and the leader’s ability to speak to followers as group members. In salient groups with which group members identify, leadership effectiveness rests on the extent to which the leader is prototypical of the group (i.e. representative of the group’s identity) and engages in group-oriented behavior (i.e. behavior perceived to benefit the group). Explicating the added value of our model and going beyond contemporary approaches to leadership effectiveness, we discuss how our model extends, and may be integrated with, three major contemporary approaches to leadership effectiveness (charismatic leadership theories, Leader-Member Exchange theory, and leadership categorization theories). In addition, we outline how our model provides a viable framework to integrate future developments in research on leadership such as a growing attention to leader fairness and the role of emotions in leadership effectiveness.     

3D Collaborative Virtual Environments: Exploring the Link between Collaborative Behaviors and Team Performance

Increasingly, organizational work is conducted by virtual teams interacting across boundaries of space and time. Despite advances in collaborative technologies, members of virtual teams often find the experience challenging and a far cry from physically “being there.” In response, immersive and interactive three‐dimensional collaborative virtual environments (3D CVEs) are emerging and purported to address the shortcoming of earlier technologies. How teams will interact and ultimately perform in a 3D environment remains to be seen. In this study, drawing from group and communication theories, we explore the link between collaborative behaviors and the performance of virtual teams working in a 3D CVE. We report on the results of a controlled experiment consisting of 39 virtual teams of 91 individuals. Through cluster analysis, we identify distinct patterns of collaborative behaviors associated with differential levels of performance. Our findings provide a deeper understanding of how the unique spatial and visual characteristics of 3D CVEs may transform virtual work.     

Reconciling identity leadership and leader identity: A dual-identity framework

Research exploring the powerful links between leadership and identity has burgeoned in recent years but cohered around two distinct approaches. Research on identity leadership, the main focus of this special issue, sees leadership as a group process that centers on leaders’ ability to represent, advance, create and embed a social identity that they share with the collectives they lead—a sense of “us as a group”. Research on leader identity sees leadership as a process that is advanced by individuals who have a well-developed personal understanding of themselves as leaders—a sense of “me as a leader”. This article explores the nature and implications of these divergent approaches, focusing on their specification of profiles, processes, pathways, products, and philosophies that have distinct implications for theory and practice. We formalize our observations in a series of propositions and also outline a dual-identity framework with the potential to integrate the two approaches.     

Alien tutelage: on generalizability and contextualization in leadership development

There has been sustained argument for contextualization of leadership development, none more so than when working with Indigenous and other marginalized peoples. Leadership development programmes are predominantly conducted by ‘outsider’ educationalists and consultants and the question of contextualization, of how much or how little, is a decision that is ultimately made in classrooms around the world under conditions of alien tutelage. Employing an autoethnographic approach, the article examines three examples of leadership development programmes in order to think about generalization and/or contextualization. Overall, this study finds that arguments for and against ‘generalizability’ and ‘contextualization’ might depend more on the skill and experience of the teacher rather than the corpus of knowledge over which so many battles are fought. It suggests that the potential embedded in generalizable programmes can be realized if there is sufficient pedagogic engagement and space created by culturally competent teachers and facilitators for local testing of generalized knowledge claims for their adaptation: personally, organizationally, nationally and globally. It also finds that the people and outcome focus aspects of leadership development seem to be more influenced by culture than other aspects such as personal leadership style preference that would appear to transcend ethic cultural background.     

Leadership development as identity formation: middle managers’ leadership learning from MBA study

This article challenges often unquestioned understandings within human resource development (HRD) of leadership as comprising knowledge and skills and leadership development as involving the transfer of such knowledge and skills from formal interventions to workplace performance. Using the notions of leadership as identity and learning as a process of identity formation, the article reports qualitative research showing how a case-study group of middle managers in a sector of the economy undergoing unprecedented turbulence, UK local government, developed a sense of themselves as leaders and how a key HRD intervention, a corporate MBA, facilitated such identity development. In particular, the article uses situated learning theory to examine how informal communities of practice associated with Master of Business Administration (MBA) study provided a forum for identity building of equal developmental value to the formal MBA curriculum. The implications for future HRD research are established and suggestions made for the re-design of HRD interventions to best enable identity-work.     

Creating clover

This study empirically examines how different types of leadership behaviour affect perceived job performance of leaders in different cultures, specifically comparing the U.S. and four Confucian Asian countries. Using a large archival database of a multisource feedback instrument assessing leadership behaviours and overall perceived job performance of managers in these countries, this study analyses the influence of leadership behaviours on perceived job performance. The results suggest that charismatic and directive leadership behaviours are positively related to perceived job performance of leaders in all countries studied, whereas the influence of supportive leadership behaviour is not as strong as charismatic and directive leadership behaviours. Surprisingly, participative leadership behaviour is not associated with perceived job performance of leaders in the countries studied except for Japan. Research implications and limitations are discussed.     

Explaining ambidextrous leadership in the aerospace and defense organizations

Researchers have increasingly been using the term of organizational ambidexterity to denote the simultaneous use of exploration and exploitation in organizations. Exploration refers to innovation, whereas exploitation addresses cost efficiency. However, despite the plethora of research output on ambidexterity, very few studies are actually providing insights into what specific behaviors and leadership styles accomplish ambidexterity and how organizational constraints influence ambidextrous leadership. In this research, we aim to explain the key properties of ambidextrous leadership, where we propose that ambidexterity is most efficiently promoted by ambidextrous leaders who combine two leadership styles: transformational leadership and transactional leadership. In our study, we associate transformational leadership to exploration, whereas transactional leadership is linked to exploitation. We conduct a research on ambidextrous leadership in the aerospace and defense organizations while also taking into account how organizational structure and environmental dynamism impact leadership styles. The results of our research reveal that both leadership styles are present at the senior management level. Top management, however, mostly uses transactional leadership in part because of structural and environmental constraints while also employing some limited form of transformational leadership style. Therefore, our study concludes that in this particular field the ambidextrous leaders are primarily focused on exploitative activities, while only a limited amount of their time is being allocated on exploration-oriented objectives.     

Team leadership

Despite the ubiquity of leadership influences on organizational team performance and the large literatures on leadership and team/group dynamics, we know surprisingly little about how leaders create and handle effective teams. In this article, we focus on leader–team dynamics through the lens of “functional leadership.” This approach essentially asserts that the leader's main job is to do, or get done, whatever functions are not being handled adequately in terms of group needs. We explicate this functional leadership approach in terms of 4 superordinate and 13 subordinate leadership dimensions and relate these to team effectiveness and a range of team processes. We also develop a number of guiding propositions. A key point in considering such relationships is the reciprocal influence, whereby both leadership and team processes influence each other.     

A reconceptualization of authentic leadership: Leader legitimation via follower-centered assessment of the moral dimension

We explore some challenges that face authentic leadership scholarship including problems related to how the construct is understood and measured. We present a model of authentic leadership that looks at it, not as a leadership style, but as an outcome of a legitimation process. Authentic leadership represents legitimated follower perceptions of a leader's authenticity which are activated by moral judgments. We explain how a follower-centered assessment of the moral component helps explain leadership dynamics in situations involving ethical relativism, thus alleviating concerns regarding the presumed moral component of the construct. The overlap between leaders' and followers' value systems leads to impressions of authenticity, even in cases in which there are no clear universal moral standards. An authentic person's behavior cannot be labeled as “leadership” unless it is embraced by a follower who grants moral legitimacy to the leader. We then discuss the implications of our study for scholars and practitioners.     

What works for you may not work for (Gen)Me: Limitations of present leadership theories for the new generation

Scholars and practitioners alike have recognized that younger workers, collectively known as Millennials or GenMe, are different from workers in prior generations. Employees of this generation hold different expectations regarding the centrality of work to their lives and bring different personalities and attitudes to the workforce. As the number of Millennials in the workforce grows each year, the divide between them and their older counterparts becomes more salient, posing unique challenges for organizational leaders. In this paper, we explore how these changes may force the need for reconsideration of five of the most frequently used leadership theories in an effort to understand important boundary conditions and how leadership research must evolve to keep pace with a changing workforce.