We investigated how the two components of paternalistic leadership, namely authoritarianism and benevolence, jointly influenced work performance through their impacts on organization-based self-esteem (OBSE). Using a sample of 686 supervisor ubordinate dyads collected from a manufacturing firm in the People's Republic of China, we found that OBSE mediated the negative relationship between authoritarian leadership on one hand and subordinate task performance and organizational citizenship behavior toward the organization (OCBO) on the other. We also found that the negative effect of authoritarian leadership on subordinate OBSE, task performance, and OCBO was weaker when supervisors exhibited higher levels of leader benevolence. Also, OBSE mediated the joint effect of authoritarian leadership and benevolent leadership on subordinate task performance and OCBO. Copyright 2012 John Wiley & Sons, Ltd.

In this research, we investigated the relationship between loyalty to supervisor and employee's in-role and extra-role performance in comparison with that of organizational commitment in the People's Republic of China. Two studies were conducted. In the first study, a five-dimension loyalty to supervisor scale was developed and validated. In the second study, the relationships between loyalty to supervisor, organizational commitment and employee performance were examined. Results indicated that loyalty to supervisor was more strongly associated with both in-role and extra-role performance than organizational commitment. The findings are discussed in terms of their implications for future research and management practices in cross-cultural settings.

Abstract Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed.

In this article, we examine how being assigned the role of leader affects behaviour in resource sharing tasks. Previous research has shown that group members anchor their decision on the equal division rule prescribing that resources should be distributed equally. Following notions of equity theory and the literature on role schemas, we expected that adherence to the equal division rule would be moderated by role assignment. In particular, we expected leaders to take more than followers from a common resource and that this effect would be explained in terms of feelings of entitlement. The results of two experimental studies corroborate this reasoning. Study 1 demonstrated that leaders took more than followers and that leaders deviated more strongly from the equal division rule. In Study 2, it was found that legitimate leaders took more from the resource and deviated more strongly from the equal division rule than non-legitimate leaders. Additional analyses suggest that the leaders' tendency to make higher allocations to the self can be explained by feelings of entitlement. Copyright 2005 John Wiley & Sons, Ltd.

We examined psychological contract breach and violation as they occur within social exchange relationships to account for employee outcomes. Results of a longitudinal study suggested that contract breach partially mediated the effects of perceived organizational support (POS) and leader-member exchange (LMX) (time 1 measures) on intentions to quit (time 2 measure). POS and LMX moderated the relationship between breach and violation (time 2 measure). Violation fully mediated the effects of breach on commitment and trust and partially mediated the effect of breach on turnover intentions. These findings highlight the interconnection of social exchange and psychological contract processes.

For decades, difference scores have been widely used in studies of congruence in organizational research. Although methodological problems with difference scores are well known, few viable alternatives have been proposed. One alternative involves the use of polynomial regression equations, which permit direct tests of the relationships difference scores are intended to represent. Unfortunately, coefficients from polynomial regression equations are often difficult to interpret. We used response surface methodology to develop an interpretive framework and illustrate it using data from a well-known person-environment study. Several important findings not reported in the original study emerged.

Paternalistic leadership, which combines strong discipline and authority with fatherly benevolence and moral integrity couched in a ‘personalistic’ atmosphere, has been found to be prevalent in overseas Chinese family businesses (CFBs). After critically reviewing the extant literature, we identify three constituent elements of paternalistic leadership (PL): authoritarianism, benevolence and moral leadership. We trace the deep cultural roots of each element and explore their relevance to organizations in contemporary Chinese societies. We then identify key research issues and propose a preliminary PL model for future studies on leadership in Chinese organizations.

This study explores the impact of three patterns of paternalistic leadership (benevolence leadership, moral leadership and authoritarianism leadership) on employee innovation behavior in Chinese context, and direct, interact and mediating impact are analyzed based on the data collected from 312 employees. The research results demonstrate: benevolence leadership and moral leadership have positive impact on employee innovation behavior; authoritarianism leadership has negative impact on employee innovation behavior; and the interaction between moral and benevolence leadership also positively influence employee innovation behavior .In addition, psychological empowerment plays a partial mediating role in the impact of benevolence leadership and moral leadership on employee innovation behavior, and plays a full mediating role in the impact of authoritarianism leadership on employee innovation behavior.

培养高追随力的下属是领导研究与管理实践中的新兴重要话题。文章基于本土文化情境,探究了变革型领导风格对员工追随力的影响作用以及潜在的影响机制。基于706名员工的实证研究表明,变革型领导对于员工追随力有显著的正向影响;员工心理授权在变革型领导与追随力之间起部分中介作用,而权力距离在变革型领导与员工心理授权之间、变革型领导与员工追随力之间的负向调节作用得到部分支持。本研究揭示了中国文化背景下变革型领导对下属追随力的影响关系,并给出了相应的实践启示,旨在推动本土研究的深化与企业管理实践的发展。

采用情境实验（以126名在职MBA学员为被试）与问卷调查（以187名企业员工为研究对象）相结合的方法,考察了中国文化情境下注重＂施恩＂的仁慈领导方式对员工亲社会性规则违背（PSRB）的影响效果及其边界条件。结果发现：（1）仁慈领导对员工PSRB具有正向影响;（2）组织不确定性对员工PSRB亦具有正向影响,并对仁慈领导与员工PSRB的关系存在负向调节效应。当组织不确定性较高时,这一关系较弱;（3）权力距离取向对员工PSRB具有负向影响,并同样对仁慈领导与员工PSRB的关系存在负向调节效应。当员工权力距离取向较高时,仁慈领导对PSRB的影响较小。不过就调节仁慈领导对员工PSRB影响效果的具体方式而言,组织不确定性发挥着一种替代物的作用,而员工权力距离取向则起着一种抵消物的作用。

双元领导是利用矛盾思维和整合思维解决张力的动态过程。作为一个组织双元性和领导学交叉的前沿主题,双元领导理论的研究呼应了当前不确定性环境下为满足矛盾和竞争需求对当代领导理论提出的新要求。通过相关研究的系统分析,首先,阐述了双元及双元领导的内涵,对双元领导行为策略组合进行了总结;然后,评介了双元领导的测量方式,以及系统归纳了触发双元领导的因素、双元领导影响作用效果及机制;最后,对双元领导的未来研究方向进行了展望。

This essay draws from the emerging positive psychology movement and the author's recent articles on the need for and meaning of a positive approach to organizational behavior. Specifically, the argument is made that at this time, the OB field needs a proactive, positive approach emphasizing strengths, rather than continuing in the downward spiral of negativity trying to fix weaknesses. However, to avoid the surface positivity represented by the non-sustainable best-sellers, the case is made for positive organizational behavior (POB) to take advantage of the OB field's strength of being theory and research driven. Additional criteria for this version of POB are to identify unique, state-like psychological capacities that can not only be validly measured, but also be open to development and performance management. Confidence, hope, and resiliency are offered as meeting such POB inclusion criteria. The overall intent of the essay is to generate some positive thinking and excitement for the OB field and 'hopefully' stimulate some new theory building, research, and effective application.

This paper describes the statistical similarities among mediation, confounding, and suppression. Each is quantified by measuring the change in the relationship between an independent and a dependent variable after adding a third variable to the analysis. Mediation and confounding are identical statistically and can be distinguished only on conceptual grounds. Methods to determine the confidence intervals for confounding and suppression effects are proposed based on methods developed for mediated effects. Although the statistical estimation of effects and standard errors is the same, there are important conceptual differences among the three types of effects.

http://linkinghub.elsevier.com/retrieve/pii/S1877042814051453

In response to recent calls to theorize and examine how multiple leader characteristics may work together in their effects, the current research examines how leader narcissism and humility interact to predict perceived leader effectiveness and follower (i.e., direct-report) job engagement and performance. Although an examination of leaders who are narcissistic yet humble may seem oxymoronic and even paradoxical, researchers have suggested that seemingly contradictory personal attributes may exist simultaneously and may actually work together to produce positive outcomes. Results from survey data from followers and leaders working for a large health insurance organization showed that the interaction of leader narcissism and leader humility is associated with perceptions of leader effectiveness, follower job engagement, and subjective and objective follower job performance. Together, these results suggest that narcissistic leaders can have positive effects on followers when their narcissism is tempered by humility.

内隐追随作为一种关于追随角色的认知结构,包括追随原型和反原型两种。其中,追随原型表征了个体对追随角色的积极预期。本研究基于角色理论,考察了领导者-追随者的追随原型一致性对工作绩效的影响及工作投入的中介作用。采用跨层次多项式回归和响应面分析技术,对64个工作团队的数据进行分析,发现追随原型能否提升工作绩效主要取决于领导-追随双方的匹配情况。具体而言,(1)领导-追随双方的追随原型越一致,关系绩效越高。但上述结论并不适用于任务绩效。(2)在一致情况下,与"低-低"一致相比,任务绩效和关系绩效在双方追随原型的"高-高"一致时更高。(3)在不一致情况下,与"领导者的追随原型高-追随者的追随原型低"相比,任务绩效和关系绩效在"领导者的追随原型低-追随者的追随原型高"时相对更高。(4)追随原型一致性通过工作投入影响任务绩效和关系绩效。

传统观点认为,倘若下属能够达到领导心目中的理想标准（即追随原型）,成为领导的“意中人”,便容易在工作中获得资源,感到幸福。然而,在现实情境中,身为“意中人”的下属还可能面临着工作超载、身心受累的潜在威胁。基于工作要求-资源模型,本研究认为“做上司的意中人”既要付出代价又能受益,并提出一个追随原型-特质匹配的双刃剑模型。该模型包括远离幸福的负担之路和迈向幸福的赋能之路。基于132份两时间点的上下级配对数据,采用路径分析对理论模型进行检验,结果表明：当下属的追随特质契合领导的追随原型（成为领导的“意中人”）后,下属既可能因为工作负担的增多而付出心理代价,出现高情绪枯竭、低情感承诺和低工作满意度;又可能因为自我效能的增强而收获工作幸福,表现为高工作满意度。以上结果能为管理员工幸福感提供一定的实践指导。

以往学界和商界将焦点投向领导力，相对不注重考察追随力在组织中的功效。本文基于追随力的特质观．整合社会交换理论和特质激活理论，探讨了积极追随特质对工作产出（任务绩效和情感承诺）的影响效果、内部机理和边界条件。采用多层线性模型（HLM）对119个工作团队的上下级配对数据进行分析，结果表明：（1）积极追随特质正向影响任务绩效和情感承诺。（2）领导一成员交换（LMX）中介积极追随特质与任务绩效和情感承诺的关系。（3）仁慈领导正向调节上述中介模型的直接路径和第一阶段：在低仁慈领导下，积极追随特质对任务绩效和情感承诺的影响（直接路径）不显著，对LMX的正向影响（第一阶段）较弱；在高仁慈领导下，积极追随特质对任务绩效、情感承诺和LMX的正向影响被激活得更强。（4）仁慈领导正向调节积极追随特质与情感承诺之间经由LMX的间接效应，积极追随特质与任务绩效之间经由LMX的间接效应并未受仁慈领导的调节。

Abstract Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.

The authors review and meta-analytically integrate the existing literature on leadership and innovation to show a complex and inconsistent picture of this relationship. Current research has mostly neglected the complex nature of innovation processes that leads to changing requirements within these processes. The main requirements of innovation are exploration and exploitation as well as a flexibility to switch between those two activities. The authors propose an ambidexterity theory of leadership for innovation that specifies two complementary sets of leadership behavior that foster exploration and exploitation in individuals and teams opening and closing leader behaviors, respectively. We call this ambidextrous leadership because it utilizes opening and closing leader behaviors and switches between them to deal with the ever-changing requirements of the innovation process. Routes to ambidextrous leadership and opportunities for future research on leadership and innovation are discussed.

团队创造力是组织创新的基石。领导方式对团队创造力的激发作用成为研究热点,但威权领导和仁慈领导对团队创造力的作用机制尚未得到充分诠释。基于文献研究,将威权领导、仁慈领导、团队自省性及团队创造力纳入同一框架,构建有中介的交互作用模型。基于128个团队的调研数据,运用结构方程模型和层次回归方法,研究表明:威权领导对团队创造力有消极影响,而仁慈领导对团队创造力有积极影响,两者对团队创造力有正向交互影响。此外,团队自省性能有效促进团队创造力的提升,并完成中介威权领导和仁慈领导对团队创造力的单独效应及交互效应。

We tested the importance of two hypothesized resources-organizational inducements and employee psychological resilience-in determining employees' commitment to, and supportive behaviors for, organizational change. Conducting a two-wave survey in a sample of 234 employees and 45 managers, we found that organizational inducements and resilience were positively related to two types of employees' commitment to change (normative and affective) and that these effects were mediated through state positive affect and social exchange. We also found that the two types of commitment to change were positively but differentially related to behavioral and creative support for change, and negatively related to turnover.

While theory and research on leaders and leadership abound, followers and followership theory have been given short shrift. It is accepted wisdom that there is no leadership without followers, yet followers are very often left out of the leadership research equation. Fortunately this problem is being addressed in recent research, with more attention being paid to the role of followership in the leadership process. The purpose of this article is to provide a systematic review of the followership literature, and from this review, introduce a broad theory of followership into leadership research. Based on our review, we identify two theoretical frameworks for the study of followership, one from a role-based approach (“reversing the lens”) and one from a constructionist approach (“the leadership process”). These frameworks are used to outline directions for future research. We conclude with a discussion of conceptual and methodological issues in the study of followership theory.

We use oral history materials from elderly rural people aged over seventy to analyze the circumstances of rural family production and daily life prior to collectivization in the mid-1950s; during collectivization in the 1950 s to the 1970s; and under the household contract responsibility system of the late 1970 s. We fi nd that the transition from the traditional to the nuclear family did not involve industrialization in the traditional Western sense. As an early state industrialization strategy after 1949, rural collectivization fundamentally changed the organizational pattern of traditional family production and daily life and of inter-generational relations and structures under the patriarchal system, launching the historical process of structural transition in the family. This explanation differs from the classic "theory of modernization" of family change.

This research was conducted to explore the relationship between paternalistic leadership, which is prevalent in Chinese organizations, and job involvement in the background of the economic crisis in a Chinese context. We also examined the contribution of psychological empowerment in mediating the relation between paternalistic leadership and job involvement. Through statistical analysis of survey data collected from 402 employees in China, the results indicated: authoritarianism leadership and benevolence leadership had significant predictive effect on job involvement; Psychological empowerment was a mediator in the relationship between benevolence leadership and job involvement.

PurposeThe purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory proposes that the interaction between two complementary leadership behaviors – opening and closing – predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high. Design/methodology/approachMulti-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees. FindingsResults supported the interaction hypothesis, even after controlling for leaders’ transformational leadership behavior and general team success. Research limitations/implicationsThe relatively small sample size and the cross-sectional design are potential limitations of the study. The findings provide initial support for the central hypothesis of the ambidexterity theory of leadership for innovation. Practical implicationsThe results suggest that organizations could train team leaders’ ambidextrous leadership behaviors to increase team innovation. Social implicationsIdentifying ways to facilitate organizational innovation is important, as it contributes to employment and company growth as well as individual and societal well-being. Originality/valueThis multi-source study contributes to the literatures on leadership and innovation in organizations by showing that ambidextrous leadership behaviors predict team innovation above and beyond transformational leadership behavior.

In seeking to understand the factors contributing to work group creativity in Chinese organizations, we explored the roles of two different leadership styles (transformational and authoritarian) that Chinese leaders play in group creativity through influencing internal group processes, i.e., collective efficacy and knowledge sharing among group members. We tested our hypotheses with a sample of 163 work groups involving 973 employees in twelve Chinese companies. We found transformational leadership to relate positively but authoritarian leadership to relate negatively to group creativity, mediated by both collective efficacy and knowledge sharing among members within the group. We discuss the implications of these findings for research on group leadership, group creativity and cross-cultural management.

双元领导是指由两种差异互补的领导行为所组成的一种新型领导风格,体现了双元理论在领导力领域的延伸与应用.相较于单一领导风格,双元领导满足了复杂、动态环境下组织竞争及可持续发展的需求,日益引起理论界与实务界的关注.从现有研究来看:(1)研究者主要从能力和行为两种视角界定双元领导;(2)双元领导会通过内在动机、自我调节、社会认知、社会交换、社会影响、行为整合等机制发挥作用;(3)双元领导的作用效果会受到领导力、认知、社会环境和组织特征等因素的影响.未来研究议题应当关注:清晰界定双元领导的内涵;从社会认同和辩证思维视角丰富双元领导相关机制的研究;关注双元领导的本土化研究.

Baron and Kenny’s procedure for determining if an independent variable affects a dependent variable through some mediator is so well known that it is used by authors and requested by reviewers almost reflexively. Many research projects have been terminated early in a research program or later in the review process because the data did not conform to Baron and Kenny’s criteria, impeding theoretical development. While the technical literature has disputed some of Baron and Kenny’s tests, this literature has not diffused to practicing researchers. We present a nontechnical summary of the flaws in the Baron and Kenny logic, some of which have not been previously noted. We provide a decision tree and a step‐by‐step procedure for testing mediation, classifying its type, and interpreting the implications of findings for theory building and future research.

以428名企事业单位员工为调查对象,采用问卷法,探讨了家长式领导与组织公正感的关系,结果表明：（1）仁慈领导对组织公正感各维度有显著的积极影响;德行领导对组织公正感各维度有显著的积极影响;权威领导对领导公正有显著的消极影响;（2）在分配公正、程序公正上,德行与权威领导有显著负交互效应;在领导公正、领导解释上,仁慈与权威领导有显著负交互效应.最后,对研究的理论和实践意义作了探讨,并提出了未来的研究方向.

After reviewing the extant literature, this study first adopts the qualitative research method to develop a preliminary followership scale in the Chinese context. We then use EFA and CFA approaches to validate the scale, resulting in a measure of Chinese Followership Behavior Questionnaires (CFBQ). CFBQ includes 21 items in 6 dimensions. Rooted in the Chinese context, this study revises and develops the definition of followership, explores its structure and dimensions, and contributes an empirically validated measurement scale. It paves the way of in-depth understanding on followership and leadership,and also contributes to the cultivation of followership in firms.

当今社会,为了适应快速变化的外部环境,企业需要不断进行变革与创新,以谋得生存与发展。然而,变革与创新往往会给组织成员带来不确定性,容易遭遇挫折。在这种现实背景下,心理安全作为一种能够有效推动企业变革与创新的员工心理素质,得到了大量研究的探讨。为了推进学界人士更好地了解和掌握这个重要概念,本文拟对心理安全进行研究述评。具体而言,本文从多层次视角出发,梳理了个体、团队、组织三个层面上心理安全的定义与测量,然后回顾了心理安全的研究现状,尤其是系统梳理了影响因素、影响效果与作用机制。在此基础上,文章对未来研究做了几点展望。