ISSN 1671-3710
CN 11-4766/R


    For Selected: Toggle Thumbnails
    Editor-In-Chief Invited
    Leadership Behaviors in the Chinese Context: CEO Leadership Behaviors, Empowering Leadership, and Leader-Member Exchange
    WANG Hui;ZHANG Cui-Lian
    2012, 20 (10):  1519-1530.  doi: 10.3724/SP.J.1042.2012.01519
    Abstract ( 751 )   PDF (242KB) ( 2299 )  
    Western studies on leadership behaviors are numerous, while there are relatively few in the Chinese context. Recently, scholars have begun to explore this issue in the Chinese context. This paper reviewed the related studies conducted in the Chinese context from three aspects, including CEO leadership behaviors, empowering leadership behaviors, and leader-member exchange theory, summarizing the emic dimensions, antecedents and outcomes, mediating or moderating roles of the three leadership behaviors, and further discussed the widespread implications ranging from theory development and enhancement to practical application of these studies in the Chinese context. Theoretically, on the one hand, these studies explored the Chinese emic dimensions; on the other hand, they enriched the related leadership studies in the western context. Practically, they served as reflection mirrors and then promoted Chinese leaders to adjust their leadership behaviors, provided practical methods and tools for human resource managers, moreover, enlightened subordinates to pay attention to appropriate methods to build relationship with their supervisors.
    Related Articles | Metrics
    Conceptual Framework
    Work Engagement Crossover in Teams
    WANG Zhen
    2012, 20 (10):  1531-1537.  doi: 10.3724/SP.J.1042.2012.01531
    Abstract ( 681 )   PDF (181KB) ( 1666 )  
    Team work engagement is one of the key factors to promote team effectiveness. Using job demand-control theory and multilevel method, this study aims to clarify two questions in team engagement literature. First, this study will examine the mediating role of job resource and emotion contagious between the actor’s engagement and partner’s engagement. Second, this study will investigate the boundary conditions of engagement crossover from multilevel perspective. We expect these findings will help to improve our understanding about the mechnism of work engagement crossover in teams and make contributions to managerial pracitice.
    Related Articles | Metrics