中国本土领导研究的一种框架及操作:基于张瑞敏个案的研究过程示例

基于对中国本土领导的界定与分析,提出中国本土领导研究的一种框架及操作,即从"领导如何成长、如何发挥作用及领导的本质"3个开放性问题出发,基于质性研究策略,采用以问题导向的探索性建构主义扎根理论方法,对中国本土领导数据进行搜集与整理。借鉴POPPER的4段式科学研究逻辑,对数据进行分析,不断地对问题进行诠释,并发现新的问题,从不断的循环中建构构念,发掘潜在的扎根理论,与现有领导理论进行对比,最终形成中国本土领导理论。     

Leadership and the three faces of integrity

Recent scholarship in business and leadership strongly suggests that integrity is not fundamentally a moral concept. This paper presents an account of leadership integrity that defends its ethical meaning while identifying important cognitive structures that clarify the confusion surrounding integrity attributions. The paper begins with a brief review of historical, philosophical, and business discussions of integrity. Using the insights from these discussions, I argue that integrity is fundamentally, but not exclusively, a moral concept that supports the ethical claims of leadership theories. I then review current leadership theories and derive a definition of integrity as a moral concept. Using this definition, I explain how a leader's integrity is founded on identity-conferring commitments to values and then describe three types of leadership integrity to better understand these constructs. I conclude with a few research questions that seek to advance leadership integrity research with the goal of advancing our understanding of ethical leadership.     

Towards an integrated model of leadership and self regulation

Most organizations strive to recruit employees who can accommodate unpredictable changes, demonstrate adaptability, and interact effectively with a diversity of individuals. Nevertheless, recent advances in self regulation imply that leaders can instead cultivate such qualities in employees rather than merely attract individuals with these capacities. This paper delineates some of the leadership characteristics and behaviors that could diminish the fragility of employees to foster these qualities. First, a framework is developed that integrates four theories of self regulation—self discrepancy theory, personality systems interaction theory, optimal self esteem, and self salience. Second, this framework is applied to demonstrate how fragility undermines adaptive performance. Finally, this framework is used to show how many leadership constructs, such as self sacrificing, moral management, and transformational behavior, can curb this fragility and thus improve adaptive performance.     

Weber's social history and Etzioni's structural theory of charisma in organizations: Implications for thinking about charismatic leadership

The article argues that the new theories of leadership which give primary attention to the concept of charisma have insufficiently used insights from the work of Max Weber and Amitai Etzioni. Three points are made: (1) the concepts of charisma most referenced in the work of Weber, Etzioni, and the new leadership theories address different levels of analysis which should be considered together; (2) for both Weber and Etzioni, charisma is about wisdom, but this conception is missing in the new theories of leadership; and (3) both Weber and Etzioni gave primary attention to the tensions in the emergence and development of charisma, whereas this is not a concern discussed in the new leadership theories. Each of these points are important for a fuller understanding of charismatic leadership in organizations.     

Strategic leadership research: Moving on

During the last 20 years, the field of strategic leadership has undergone both a rejuvenation and a metamorphosis. We argue that the essence of strategic leadership involves the capacity to learn, the capacity to change, and managerial wisdom. Against this backdrop, we first review issues related to under what conditions, when, and how strategic leadership matters. Next, we selectively review three streams of theory and research. The first is strategic leadership theory and its antecedent, Upper Echelon theory. The second stream of theory and research focuses on what Bryman has labeled the “new” leadership theories. These include charismatic, transformational, and visionary theories of leadership. The last stream of research we classify as the “emergent” theories of leadership. Among these are theories that explore behavioral and cognitive complexity as well as social intelligence. Finally, we attempt to suggest how the “new” and “emergent” theories can be integrated within what we claim is the essence of strategic leadership.     

Tell us about your leadership style: A structured interview approach for assessing leadership behavior constructs

It is widely recognized that leadership behaviors drive leaders' success. But despite the importance of assessing leadership behavior for selection and development, current measurement practices are limited. This study contributes to the literature by examining the structured interview method as a potential approach to assess leadership behavior. To this end, we developed a structured interview measuring constructs from Yukl's (2012) leadership taxonomy. Supervisors in diverse positions participated in the interview as part of a leadership assessment program. Confirmatory factor analyses supported the assumption that leadership constructs could be assessed as distinct interview dimensions. Results further showed that interview ratings predicted a variety of leadership outcomes (supervisors' annual income, ratings of situational leader effectiveness, subordinates' well-being and affective organizational commitment) beyond other relevant predictors. Findings offer implications on how to identify leaders who have a positive impact on their subordinates, and they inform us about conceptual differences between leadership measures.     

Leadership of socio-political vanguards: A review and future directions

With the influential rise of the Alt-Right throughout the West in recent years, there has been a renewed interest in the leadership of these forms of fringe political groups. While some work on the leadership of these types of groups was done in the 1960s, 70s, and 80s, less work has been done since then. Given the important role of these groups in today's political environment, a review and theoretical integration of this past leadership work, along with suggestions for future research directions, is overdue.This paper begins by reviewing what literature exists regarding the leadership of socio-political vanguards, as well as what additional literature exists that may also be relevant to better understanding the phenomenon of vanguard leadership. Vanguard leadership is then placed within the historical context and goals of past vanguard groups. This analysis then leads to further defining some of the components of vanguard leadership along with a review of typically associated leadership traits, skills and behaviours.While few theories directly address the way in which vanguard leadership operates, this paper reviews related leadership theories that might offer meaningful contributions to our understanding of socio-political vanguard leadership. Some theories, such as those related to social movements (particularly burgeoning), minor but influential mainstream political groups, and advocacy/activist collectives are particularly relevant here and are reviewed along with more general leadership theories that might also hold applicability, such as those related to leader and follower (and public) information processing and sensemaking under crises. The paper then concludes with some suggestions for future research directions.     

Toward a theory of spiritual leadership

A causal theory of spiritual leadership is developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival. The purpose of spiritual leadership is to create vision and value congruence across the strategic, empowered team, and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity.I first examine leadership as motivation to change and review motivation-based leadership theories. Second, I note the accelerating call for spirituality in the workplace, describe the universal human need for spiritual survival through calling and membership, and distinguish between religion and spirituality. Next, I introduce a generic definition of God as a higher power with a continuum upon which humanistic, theistic, and pantheistic definitions of God can be placed. I also review religious- and ethics-and-values-based leadership theories and conclude that, to motivate followers, leaders must get in touch with their core values and communicate them to followers through vision and personal actions to create a sense of spiritual survival through calling and membership.I then argue that spiritual leadership theory is not only inclusive of other major extant motivation-based theories of leadership, but that it is also more conceptually distinct, parsimonious, and less conceptually confounded. And, by incorporating calling and membership as two key follower needs for spiritual survival, spiritual leadership theory is inclusive of the religious- and ethics and values-based approaches to leadership. Finally, the process of organizational development and transformation through spiritual leadership is discussed. Suggestions for future research are offered.     

Traditional Chinese philosophies and contemporary leadership

We discuss three traditional Chinese philosophies—Daoism, Confucianism, and Legalism—as they relate to Western-originated leadership theories. We analyze articles reporting interviews with fifteen contemporary Chinese business leaders to determine how their leadership practices reflect the traditional philosophies. We discuss future research directions for Chinese and global leadership. In a response to world-wide call for developing indigenous theories and knowledge about management, we encourage scholars to consider cultural settings and traditional wisdom in their studies of contemporary leadership practices.     

What makes leadership,leadership? Using self-expansion theory to integrate traditional and contemporary approaches

Numerous traditional theories and paradigms of leadership purport to describe what leadership is. It is difficult to reconcile these traditional approaches, however, if each one alone, independent of the others, is viewed as capturing the actual identity of leadership. In this article, we take an integrative view of traditional approaches to leadership. To do so, we first identify some underlying ideas common to them. Next, we explain how these underlying ideas lead us to a fundamental theory about close relationships—that is, self-expansion theory, which refers to a psychological process in which an individual incorporates another into the self (Aron & Aron, 1986). We then review the traditional leadership theories to explore whether these theories may be linked through self-expansion theory and whether self-expansion may help to explain why boundary conditions have been discovered for all of them. In this process, we explore whether traditional approaches to leadership might also be linked with more contemporary approaches through self-expansion theory. Finally, we discuss the implications for future research and professional practice of the integration of traditional approaches to leadership.     

Collectivistic leadership and George C. Marshall: A historiometric analysis of career events

Many of the prevailing approaches to understanding leadership assume that leadership operates as an individual-level phenomenon, in which one person takes on the role of a leader. However, a number of recently developed leadership models now describe leadership as a shared process. These collectivistic theories present leadership as a dynamic process in which a leader may selectively utilize the skills of followers and distribute elements of the leadership role among these followers as the situation demands. In this study, we conduct an investigation into the viability of core elements of the collectivistic theories through a historiometric analysis of events from the career of a notable leader, George C. Marshall. One hundred and two events from Marshall's career were identified from historical biographies and were then content coded and analyzed with regard to the components of a collectivistic leadership model. The results of this historiometric analysis indicated that there are key antecedents to collectivistic leadership and that the use of this form of leadership can result in positive team outcomes.     

多层级领导对员工信任、工作绩效及创新行为的影响模式研究

信任已成为企业和学术界解决组织中管理要素--人--不确定性问题的重要手段.本文基于不同层级领导对员工的不同影响特点,探讨了多层级领导建立员工信任的不同途径,建立了多层级领导对员工信任及创新等绩效的影响机理模型,并通过中国的实际数据及结构方程模型对此进行了初步验证.研究结果为解释组织内复杂的领导与信任现象及提升组织内的信任水平、创新能力等提供了有益参考.     

Construct redundancy in leader behaviors: A review and agenda for the future

Leadership remains a popular and heavily researched area in the social sciences. Such popularity has led to a proliferation of new constructs within the leadership domain. Here, we argue that such construct proliferation without pruning is unhealthy and violates the principle of parsimony. Our purpose was to examine construct redundancy via a comprehensive review of task-oriented, relational, passive, and inspirational leader behaviors as well as values-based and moral leadership behaviors. Our findings, as indexed via meta-analytic correlations, reveal that construct redundancy remains problematic for the leadership literature. In addition, many of the values-based and moral behavior models correlated heavily with constructs traditionally examined as outcome variables (e.g., trust, LMX, justice). Implications for future research are discussed in regards to construct redundancy and how to avoid endogeneity bias in primary studies in the leadership literature.     

The view from the crossroads: Brazilian culture and corporate leadership in the twenty-first century

The transfer of western leadership theories and practices across the globe has inspired criticism in recent years, suggesting the need for local/indigenous theories of leadership. Such search, however, is troublesome in countries with a heterogeneous cultural background where the constant influence of outside cultural/social/economic parameters abound. The purpose of this article is to identify local/indigenous practices of leadership in one country with a heterogeneous cultural background – Brazil. In this conceptual article, we explore selected literature to investigate the topic of Brazilian culture and its particular style of corporate leadership.     

The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory

Through a qualitative review of the leadership literature, we derive two fundamental principles for codifying the last century of leadership theory and research: the locus and mechanism of leadership. Our systematic review and categorization of past theories suggests that further development of the follower, collective and context loci, and the affect mechanism is needed. Building on these insights, we propose that by simultaneously considering all five loci and four mechanisms in their theories, leadership scholars can advance a more comprehensive and integrative understanding of the leadership phenomenon. We then demonstrate the potential of using the locus and mechanism framework for examining and expanding current and future leadership theory including work on shared and strategic leadership.     

Values leadership: A values philosophy model

Leadership is and has always been the preeminent task in organized human activity. Past leadership theories are faulty in focusing too much on disparate parts of leadership and not on shared values that unite/unify people in organized activity. Past theories conform more to management than leadership needs to define and predict behavior. This paper proposes a new values-based theory and describes its main principles. It identifies values organizational members in the United States have found over the years to be helpful in defining essential organizational relationships.     

The Authentic Leadership Inventory (ALI): Development and empirical tests

This paper presents the development and preliminary validation of a new measure of authentic leadership, the Authentic Leadership Inventory (ALI). It also assesses the recently developed Authentic Leadership Questionnaire (ALQ). Results indicate some concerns with the ALQ but support the content validity, reliability, factor structure, convergent and discriminant validity, concurrent validity, and freedom from impression management response bias of the ALI. Confirmatory factor analyses also do not support treating authentic or transformational leadership as universally global constructs. Instead, it is argued that future research would better be served by using separate authentic and transformational dimensions (rather than aggregate or global measures) to understand the unique aspects of both leadership constructs.     

Observing leadership as behavior in teams and herds – An ethological approach to shared leadership research

Both Shared Leadership Theory and evolutionary theories of leadership emphasize the role of team-level patterns of influence on team or group success. Yet, most of the empirical work on the effects of shared leadership assesses the concept through patterns of subjective perceptions of leadership and behavior. Although these studies give us important insights, subjective perceptions of leadership are prone to biases. In this paper, we draw on evolutionary theories of the development of leadership in groups and argue that group-level patterns of observable behavior have a direct effect on team outcomes above and beyond patterns of leadership and behavior perceptions. On the basis of a brief review of ethological assessment methods of leadership in animal groups, we derive implications for team leadership research methods to test hypotheses on team-level influence patterns and performance. Emphasizing the role of influence in terms of interpersonal behavior we formulate implications for the assessment and analysis of verbal and nonverbal behavior in teams. Finally, we discuss how technological advances may be utilized to promote behavioral observations in team leadership research.     

A systematic and critical review of research on respect in leadership

Respect is an important psychological and interpersonal phenomenon that has been included in various theoretical and empirical approaches to leadership for nearly 70 years. In this systematic and critical review article, we provide a comprehensive summary and critique of theories, definitions, measures, and empirical studies of respect in leadership. We first provide an overview of the historical and theoretical background, including the most common theories, definitions, and measures that inform empirical studies of respect in leadership. Second, we present a systematic literature review of empirical studies on respect in leadership, including a critical evaluation of research designs and statistical analyses that support claims of the validity of various conceptualizations of respect that pertain to the study of leadership. Finally, we offer a new working definition of respect in leadership, and an accompanying conceptual framework which informs a number of recommendations for future theory development, empirical research, and leadership practice.