家长式领导、冲突与高管团队战略决策效果的关系研究

本文以四川省78家企业371名高管团队成员为实证研究对象,探讨了CEO的家长式领导行为对高管团队战略决策效果的影响,以及团队冲突在其中的中介作用.同时,构建了包括家长式领导、认知冲突、情绪冲突和决策效果四个变量的概念模型,并提出相应的理论假设.通过结构方程模型的检验,表明CEO的德行领导和威权领导分别从正反两个方向对决策效果产生显著的影响,仁慈领导对决策效果没有显著的直接影响.德行领导主要通过认知冲突作用于决策效果,仁慈、威权领导则通过情绪冲突作用于决策效果.     

变革型领导对R&D团队创新绩效的影响机制研究

R&D团队是企业技术创新的重要组织形式.本研究从变革型领导这一视角探讨了其对R&D团队创新绩效的影响及中介机制.本文运用结构方程模型方法,通过对316个R&D团队样本的实证研究发现,R&D团队领导者的变革型领导风格对团队创新绩效有积极影响,而知识分享与知识整合正是这种影响的中介机制.     

Crisis leadership: A review and future research agenda

The past few decades have witnessed numerous crises that have drawn increasing attention to the study of crisis leadership. However, research in this field remains fragmented and existing reviews often adopt a subjective approach to identify and synthesize the findings of relevant articles. These limitations make it difficult for scholars to appreciate the progress made in the literature, to derive comprehensive and objective insights, and to forge a path ahead. This study synthesizes theoretical insights and empirical findings in the crisis leadership literature using bibliometric techniques. We first review the intellectual structure of the crisis leadership literature by conducting co-citation and bibliographic coupling analyses. We then map the major conceptual themes in the crisis leadership literature via a co-word analysis. To supplement the findings of the bibliometric analyses, we review the key methodological approaches adopted by crisis leadership researchers. Based on the integrative insights, we propose a research agenda highlighting opportunities for theoretical and methodological advancements in crisis leadership research.     

Autocratic leaders and authoritarian followers revisited: A review and agenda for the future

Despite a long history within the field of leadership, the subject of authoritarianism and how it influences leadership and leadership processes has been neglected in recent decades. However, recent global events make it clear that a better understanding of authoritarianism is needed and that leadership researchers would benefit from a renewed interest in studying why followers embrace autocratic leaders. The nature of authoritarian character, how authoritarian values develop, and how it is measured will be discussed. We will also review autocratic leadership, the factors that make it more likely, its consequences for followers, and the moderators of its effects. A future research agenda for the study of authoritarian character and autocratic leadership will be provided.     

The effects of leadership change on team escalation of commitment

Although teams benefit from developing plans and processes that boost efficiency and reduce uncertainty, they may become too attached to these plans and escalate commitment when an alternative response is needed. Drawing on theories of team leadership, team processes and escalation of commitment, we propose that a change in leadership can help the team reduce commitment to outdated plans and avoid further escalation over time. Across two studies, we tested and found support for our hypotheses and provide evidence that leadership change can break the cycle of escalation by enhancing leader-driven team reflection and refocusing the team on error correction instead of additional investment. We discuss how the results of these studies extend existing theory and add to our understanding of the important role leaders play in enhancing team adaptation and preventing team escalation.     

Comparison of leadership styles in Confucian Asian countries

The purpose of this study was to examine the overall impact of four leadership styles (charismatic, directive, participative, and supportive) in four Confucian Asian countries, China, Japan, South Korea, and Singapore, by reviewing recent studies conducted in those countries. By reviewing 38 studies selected from 430 studies published between 2005 and 2016, we identify the impact of the four leadership styles in the four Asian countries. We start with the research question and purpose, and then propose criteria for selecting the relevant recent studies followed by a review of cultural heritage and its influence on leadership in the four Asian countries. We summarize and review the studies and, finally, discuss the theoretical and practical contributions of this study.     

‘It is not fair that you do not know we have problems’: Perceptual distance and the consequences of male leaders' conflict avoidance behaviours

This study investigates perceptual distance in terms of managers' conflict avoidance behaviour and its consequences for subordinates. We argue that perceptual distance, or the disagreement between a manager's perception and that of his or her subordinates of his or her conflict avoidance, is a genuine phenomenon. We examine the extent to which the perceptual distance regarding managers' avoidance behaviour influences a team's justice climate as well as the role of gender. The data collected from three multinational companies in China show that the perceptual distance of a male manager's avoidance behaviour exists and that it is associated with a negative justice climate within the team. These findings provide evidence of gender's effect on leadership and highlight the benefits of female leadership.     

“Facing” leaders: Facial expression and leadership perception

This experimental study investigated the effect of a leader's expression of happy versus nervous emotions on subsequent perceptions of leadership and ratings of traits associated with implicit leadership theories (ILTs). Being fast and universally understood, emotions are ideal stimuli for investigating the dynamic effects of ILTs, which were understood in this study in terms of the constraints that expressed emotions impose on the connectionist networks that activate ILTs. The experimental design contrasted videotaped and still frame presentations of a leadership event; however, this methodological factor had no significant effects and analyses were thus collapsed across this factor. Key findings were that the expression of a happy versus nervous emotion at the end of a problem-solving sequence had multiple effects: happy emotions resulted in higher leadership ratings, higher trait ratings, greater correlations among trait ratings, and greater dependence of trait ratings on leadership perceptions. An exploratory model suggested that leadership impressions mediated the effects of facial emotions on trait ratings. The discussion further links the study findings with interpretations in terms of ILTs and many types of constraints on these cognitive structures. It also suggests ways to integrate these ideas with advances in neuroscience research.     

Charisma as signal: An evolutionary perspective on charismatic leadership

We present an evolutionary perspective on charismatic leadership, arguing that charisma has evolved as a credible signal of a person's ability to solve a coordination challenge requiring urgent collective action from group members. We suggest that a better understanding of charisma's evolutionary and biological origins and functions can provide a broader perspective in which to situate current debates surrounding the utility and validity of charismatic leadership as a construct in the social sciences. We outline several key challenges which have shaped our followership psychology, and argue that the benefits of successful coordination in ancestral environments has led to the evolution of context-dependent psychological mechanisms which are especially attuned to cues and signals of outstanding personal leadership qualities. We elaborate on several implications of this signaling hypothesis of charismatic leadership, including opportunities for deception (dishonest signaling) and for large-scale coordination.     

Empowerment as a success factor in start-up companies

In this paper, we develop a theoretical model of employee empowerment in start-ups by integrating different management-oriented approaches in the literature. To test this model, we use recent survey data from start-up companies in high-growth industries based in Germany. In particular, we examine the degree to which employee empowerment as a modern concept of delegative leadership contributes to a higher organizational effectiveness within the firm and eventually to higher growth.