An examination of shared leadership configurations and their effectiveness in teams

A key challenge in the shared leadership literature has been a limited understanding of how multiple leadership activities are shared across team members and roles. We address this issue by conceptualizing and operationalizing shared leadership using both its content (i.e., what leadership roles are shared) and distribution (i.e., how leadership is shared across members and roles). In an exploratory study comprised of 129 work teams, we use latent profile analysis (LPA) to identify multiple shared leadership configurations that vary in the extent of sharing. Our second study of 103 MBA teams supports these findings and further (a) considers what shared leadership configurations have the greatest influence on team effectiveness, (b) examines the mediating role of teamwork processes, and (c) investigates the moderating role of temporal dispersion. We advance current research by demonstrating that shared leadership typically manifests in collective (i.e., members share all leadership roles) and distributed configurations (i.e., members hold one leadership role while other members hold other leadership roles), which has implications for team processes and effectiveness. Specifically, we show that collective configurations have higher team effectiveness (compared to distributed configurations) owing to improved teamwork processes and observe that these effects are more pronounced when temporal dispersion is high.     

On ethical leadership impact: The role of follower mindfulness and moral emotions

With the present paper, we aim to provide new conceptual insights and empirical evidence on ethical leadership contingencies: we analyze under what conditions ethical leadership can positively impact follower discretionary work behaviors (extra effort and helping). We argue that followers vary in terms of their sensitivity toward and processing of moral information, as conveyed by ethical leaders, and that these individual differences determine the strength of the link between ethical leadership and follower discretionary work behaviors. In a multisource study with 135 leader–follower dyads, we examine two prototypical examples of affective and cognitive individual differences that involve a heightened inclination toward morality: follower moral emotions and follower mindfulness. Our findings indicate that ethical leadership is more strongly related to follower extra effort and helping at higher levels of follower moral emotions and higher levels of follower mindfulness. We discuss the implications of this moral information processing perspective on ethical leadership for research and managerial practice. Copyright © 2014 John Wiley & Sons, Ltd.     

The importance of group‐focused transformational leadership and felt obligation for helping and group performance

Leaders face a challenge to simultaneously motivate workgroups and the individuals within them. Recent criticisms highlight the need to deconstruct broad leadership constructs to offer better theoretical insight into the effects of specific leadership behaviors on groups versus individuals. We address this call by exploring the effects of group‐focused and individual‐focused aspects of transformational leadership. Applying social identity theory, we theorize that group‐focused transformational leadership is key to fostering felt obligation, motivating helping behavior, and enhancing group performance, whereas individual‐focused leadership may only foster helping when individuals also feel a sense of obligation toward their workgroup. In a field study of 260 employees reporting to 36 supervisors in a skilled trade company, we find support for these predictions using multilevel structural equation modeling and multilevel mixed effects modeling. Thus, group‐focused (vs. individual‐focused) transformational leadership and subsequent felt obligation are important antecedents for encouraging helping and, in turn, workgroup performance.     

The effect of positive work reflection during leisure time on affective well‐being: Results from three diary studies

Previous research showed that psychological detachment from work during leisure time is beneficial and that reflecting on negative aspects of work is detrimental for employees' well‐being. However, little is known about the role of positive reflection about work during leisure time. In the present research, we examined the effects of positive work reflection on affective well‐being. Additionally, we tested the effectiveness of an intervention to increase positive work reflection and to improve well‐being with a randomized controlled field experiment. Findings from three diary studies showed that positive work reflection was related to an increase in affective well‐being with regard to both positive and negative moods. The results further indicated that the benefits of positive work reflection were incremental to that of psychological detachment and the absence of negative work reflection. Contrary to our expectation, no evidence was found for the effectiveness of the intervention. Theoretical implications of main findings as well as supplementary findings are further discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

COVID-19 and individual performance in global virtual teams: The role of self-regulation and individual cultural value orientations

Since the onset of the COVID-19 pandemic, global virtual teams (GVTs) have become increasingly important. Drawing on conservation of resources theory and self-regulation theory, we examined the mechanism and process underlying individuals' performance in GVTs in this specific situation. We posit that the local severity of the pandemic has a negative effect on individuals' performance in GVTs and that self-regulation functions as a coping mechanism in times of pandemic-related ambient stress, reducing its negative effect on performance. We suggest that three cultural value orientations, that is, uncertainty avoidance, collectivism, and long-term orientation, explain different levels of self-regulation, which in turn moderates the relationship between the local severity of the pandemic and individual performance in GVTs. Based on a sample of 2727 individuals from 31 countries participating in an international business consulting project during the early stage of the unfolding pandemic, we show that (a) the local severity of the pandemic had a negative effect on individuals' performance, (b) the negative effect of the pandemic on performance is weaker for individuals with high self-regulation, and (c) uncertainty avoidance and long-term orientation are positively associated with self-regulation, which mediates the moderating relationship between the cultural value orientations and the relationship between the COVID-19 pandemic and individual performance in GVTs.     

A multilevel study of group‐focused and individual‐focused transformational leadership,social exchange relationships,and performance in teams

Using matched reports from 73 team leaders and 359 of their members across 23 companies in Korea, we examined a multilevel model where group‐ and individual‐focused transformational leadership and their influence processes operate at the team and dyadic levels independently and interactively to be associated with team and member performance. Results indicated that group‐focused transformational leadership was positively associated with team performance through team member exchange (TMX), whereas individual‐focused transformational leadership positively related to team members' in‐role and extra‐role performance through leader–member exchange (LMX). TMX not only positively mediated the relationships between group‐focused transformational leadership and member performance after controlling for LMX but also positively moderated LMX–performance relationships. Moreover, the indirect effect of individual‐focused transformational leadership through LMX on member performance was contingent upon the level of TMX. Theoretical and applied implications are discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

Employees' self‐efficacy and perception of individual learning in teams: The cross‐level moderating role of team‐learning behavior

Despite the importance of employee learning for organizational effectiveness, scholars have yet to identify the factors that influence employees' perception of individual learning. This paper identified employees' self‐efficacy as a potential antecedent to their perception of individual learning in the context of teamwork. We also hypothesized that team‐learning behavior had a moderating effect on the relationship between employees' self‐efficacy and their perception of individual learning. We conducted a study of 236 teams working in a retail firm, comprising 236 team supervisors and 1397 employees, and analyzed the data using hierarchical linear modeling. This study revealed that employees' individual‐level self‐efficacy was positively associated with their perception of individual learning in teams. Additionally, team‐learning behaviors moderated the positive relationship between employees' self‐efficacy and the perception of individual learning. This study has theoretical and practical implications for a more nuanced understanding of the perception of individual learning in the context of teamwork. Copyright © 2016 John Wiley & Sons, Ltd.     

No person is an island: The effects of group characteristics on individual trait expression

Although most researchers now espouse a person‐by‐situation interactionist approach, there remains much work to be carried out to fully understand how different features of the environment interact with personality to influence behavior. Thus, this study sought to examine the moderating effects of three group‐level constructs on the relationships between two personality traits (conscientiousness and extraversion) and individual performance and counterproductive behaviors. Specifically, using trait activation theory as an organizing framework, we considered the moderating effects of the following: (i) a previously unexamined construct called core group evaluations (CGEs); (ii) group conscientiousness composition; and (iii) group extraversion composition. Data were obtained from a sample of university football players (N = 225–252 from 40 groups). The results indicated that CGEs moderated the relationships between individual conscientiousness and both performance (subjective) and counterproductive behaviors. Group conscientiousness composition also moderated the relationships between individual conscientiousness and both performance (objective and subjective) and counterproductive behaviors. Lastly, group extraversion composition moderated the relationship between individual extraversion and counterproductive behaviors. These findings highlight the importance of considering a team's CGEs, as well as the personality composition of team members when investigating the effects of conscientiousness and extraversion on individual performance and counterproductive behaviors. Copyright © 2011 John Wiley & Sons, Ltd.     

The impact of preventive coping on business travelers' work and private life

Frequent business travel can be a burden for travelers' work and private life. We tested whether preventive coping (the proactive accumulation of resources in advance of potential stressors) makes such trips beneficial despite their potential to be stressful. In a longitudinal three‐wave study, we investigated whether frequent travel relates to an increase or decrease in work–life balance, emotional exhaustion, work engagement, and relationship satisfaction depending on preventive coping. Findings from a sample of 133 frequent business travelers revealed significant indirect effects for emotional exhaustion, work engagement, and relationship satisfaction through work–life balance. Among employees who engaged less in preventive coping, a higher number of business trips was related to a decrease in work–life balance, which, in turn, was related to more emotional exhaustion, less work engagement, and lower relationship satisfaction. Among those who reported higher preventive coping, we found opposing indirect effects: Frequent travel was related to an increase in work–life balance and, in turn, to less emotional exhaustion, more work engagement, and higher relationship satisfaction. These findings advance our knowledge in the field of business travel, future‐oriented coping, and work–life balance. They highlight that travelers and their organizations should resort to preventive coping to make frequent travel more beneficial.     

We're all in this together…except for you: The effects of workload,performance feedback,and racial distance on helping behavior in teams

We draw from social categorization theory and the actor–observer hypothesis to extend previous research regarding receiving high levels of help from team members. Specifically, we explore how a team member's performance feedback on how they handled a disproportionately heavy share of the team's workload and how their racial distance from the rest of their teammates affect the amount of helping that person receives from their teammates. Results from a laboratory study in which 79 teams worked on a computerized, decision‐making task demonstrated a three‐way interaction between workload, performance feedback, and the racial distance between the feedback recipient and the rest of their teammates. Racially distant negative feedback recipients who had a disproportionately heavy share of their team's workload received less help from teammates than their racially similar counterparts. Copyright © 2012 John Wiley & Sons, Ltd.     

The impact of career customization on work outcomes: Boundary conditions of manager support and employee age

The current paper investigated the longitudinal effects of mass career customization (MCC) on job attitudes and objective career outcomes of employees in a professional service firm in the Netherlands. On the basis of theory on individualization of career trajectories, it was expected that the possibility for employees to customize their careers would be positively related to their job attitudes and subsequent objective career success, as indicated by their levels of affective commitment, work engagement, and received salary and bonuses. However, these effects were expected to occur primarily under the combination of high manager support for implementation of career customization and, on the basis of lifespan theory, older workers, as customization fulfills their increased heterogeneous career preferences. A three‐wave longitudinal study largely showed support for the study hypotheses; the relation between MCC use and work engagement and subsequent career success was stronger for older workers who received support for MCC, whereas the relation between MCC use and commitment was negative for older workers who received low support. The study shows the benefits of career customization in organizations by showing the conditions under which these benefits will manifest. Copyright © 2015 John Wiley & Sons, Ltd.     

When the abuse is unevenly distributed: The effects of abusive supervision variability on work attitudes and behaviors

The present study examined the consequences of a dispersion‐based conceptualization of unit‐level abusive supervision or abusive supervision variability. Abusive supervision variability was proposed to negatively affect a number of employee attitudes and behaviors through the mediating effects of interpersonal justice climate strength. The results revealed significant cross‐level effects such that abusive supervision variability was negatively related to individual perceptions of leader ethicality, organizational ethicality, leader satisfaction, and affective organizational commitment. These effects remained robust after controlling for individual‐level abusive supervision. Abusive supervision variability was also positively related to the frequency with which unit members as a whole engaged in counterproductive work behaviors. Last, the results revealed partial support for the mediating effects of interpersonal justice climate strength. In sum, the findings highlight the importance of examining abusive supervision at both the individual and unit levels of analyses. Copyright © 2012 John Wiley & Sons, Ltd.     

Differential implications of team member promotive and prohibitive voice on innovation performance in research and development project teams: A dialectic perspective

How and when does team member voice facilitate team innovation? Integrating research on member voice and a dialectic perspective of innovation, we advance a model in which team member promotive voice enhances team innovation through team knowledge utilization, whereas team member prohibitive voice enhances team innovation through team reflexivity in a nonlinear fashion. We further propose that the differential effects of team member promotive and prohibitive voice will be stronger at different stages (idea generation vs. idea implementation) of the innovation cycle. Survey data from 78 research and development project teams showed a positive indirect effect between team member promotive voice and team innovation through team knowledge utilization, although this relationship was also mediated through team reflexivity. Moreover, the indirect effect of team member promotive voice on team innovation via team knowledge utilization was stronger for teams in the idea generation stage of team innovation. Results also confirmed a nonlinear indirect relationship between team member prohibitive voice and team innovation via team reflexivity such that the positive effects of team member prohibitive voice tapered off at high levels. Contrary to our expectations, the effects of prohibitive voice held regardless of stage. Theoretical and practical implications are discussed.     

Safety leadership and safety performance in petrochemical industries: The mediating role of safety climate

This study examines the relationship among three latent variables: safety leadership, safety climate, and safety performance. Employees from 23 plants in seven departments of a petrochemical company in central Taiwan completed a questionnaire survey. From this, a sample of 521 responses was randomly selected. Structural equation modeling (SEM) analysis using the AMOS 5.0 was employed to test the hypothesized model relating the above-mentioned variables. The results indicate that the model was supported, and that safety climate mediated the relationship between safety leadership and performance. Practical implications of these results for process safety management in the petrochemical industries are discussed.     

Different motivations for knowledge sharing and hiding: The role of motivating work design

Little research to date has focused on understanding employee motivation to share and hide knowledge. Using self‐determination theory, we tested the premise that knowledge sharing and hiding might be differentially motivated and that work design characteristics might influence the motivation to share knowledge with colleagues. In a panel survey of Australian knowledge workers and in a Chinese knowledge‐intensive organization, we asked knowledge workers, using time‐lagged designs, about perceptions of work design, motivation to share knowledge, and self‐reported knowledge sharing and hiding behaviors. Results, largely replicated across both samples, indicated that cognitive job demands and job autonomy were positively related to future reports of knowledge‐sharing frequency and usefulness via autonomous motivation to share knowledge. Unexpectedly, task interdependence was positively related to the three forms of knowledge hiding (evasive and rationalized hiding, and playing dumb) via external regulation to share knowledge. Implications for the design of jobs that motivate knowledge sharing and demotivate knowledge hiding are discussed.     

Of discovery and dread: The importance of work challenges for international business travelers' thriving and global role turnover intentions

As frequent travel across international borders has become common for an ever-increasing number of workers, it is essential to understand what helps these international business travelers (IBTs) thrive and embrace their global work responsibilities. This study's purpose is to examine the role of developmental opportunities (i.e., work role challenges) in helping IBTs see frequent travel as a predominantly beneficial experience. By integrating two theories of motivation—conservation of resources theory and the challenge-hindrance demands framework—I build a moderated mediation model of IBTs' intent to cease their global work responsibilities (i.e., global role turnover intentions). Using latent moderated structural equation modeling, I test the model on a sample of 204 IBTs collected at two time points. Results show that, through the psychological state of thriving at work, travel frequency has a negative indirect association with IBTs' global role turnover intentions when IBTs' work roles are challenging and a positive association when their work lacks challenge. This is primarily the case regarding the challenge of being responsible for others at work. The novelty of IBTs' work tasks is also a salient challenge but to a lesser extent. This study contributes to literatures on global work, work role design, and thriving.     

移动信息机的应用原理及其在安全生产电子政务系统中的应用

目前电子政务系统中存在的一个问题,就是相关的处理结果不能及时通知到相关人员,将MAS（移动代理服务器Mobile Agent Server）引入电子政务系统,很好地解决这个问题。本文阐述了MAS系统基本概念、系统结构和两种接口方式的应用原理。实践证明,将MAS引入电子政务系统能提高政府部门的办公效率,缩短工作人员的响应时间,完善电子政务系统。     

电力企业安全生产党政责任指标体系构建及量化研究

根据“党政同责、一岗双责、失职追责”的安全生产责任落实要求,为了划清电力企业行政正职与党组织负责人安全生产责任,分析电力企业安全生产责任研究现状,结合电力行业特点,设计电力企业党政安全生产责任指标体系,应用层次分析法确定责任体系指标权重。结果表明:以电力企业党政安全生产责任指标体系为基础得到的党政责任权重并不相同,行政正职所占权重明显大于党组织负责人,其中,安全宣传教育活动全员参与率为党组织负责人责任落实首要指标,重特大生产安全事故发生情况为行政正职最重要的指标。应通过明确党政安全生产责任侧重点,实现权责对等,达到同责要求。     

我国安全生产行政执法统计指标体系研究与应用

我国安全生产行政执法统计指标体系自施行以来,一直存在统计指标体系过于繁杂、部分统计指标较笼统,未充分体现安全生产重点工作及其成效等问题,创新改革安全生产行政执法统计制度具有重要的理论意义和实用价值。通过梳理安全生产行政执法统计指标体系演变脉络,在实地调研和现场访谈的基础上,基于PDCA理论提出以执法人员-执法对象-执法行为“三位一体”的安全生产行政执法统计指标体系,明确包含执法力量、执法对象、执法检查和事故查处等方面的综合评价指标,并在实践中得以应用和检验,为全面分析安全生产执法效能拓展空间,统计制度的后续修订和安全生产综合分析工作奠定基础。