Is being a leader a mixed blessing? A dual‐pathway model linking leadership role occupancy to well‐being

Recent leadership research has drawn greater attention to how the well‐being of leaders influences leadership behaviors, follower performance and well‐being, and overall leadership effectiveness. Yet little attention has been paid to the relationship between occupying leadership positions and job incumbents' well‐being. This research addresses this question by developing and testing a dual‐pathway model. Our model proposes that incumbency in leadership positions is positively related to high levels of both job demands and job control, whereas job demands and job control have offsetting effects on well‐being. Results based on a longitudinal sample revealed that employees who transitioned from nonleadership positions to leadership roles showed trajectories of increasing job demands and job control, whereas such trends were weaker among those who remained in nonleadership positions. Findings from three additional samples generally demonstrated that leadership role occupancy was indirectly related to various indices of psychological and physiological well‐being through job demands and job control. Because the signs of the indirect effects through job demands and job control differed in expected ways, the overall relationship between leadership role occupancy and the well‐being outcomes was generally small and nonsignificant. We discuss research and practical implications of our framework and findings for organizations, employees, and leaders.     

Two roads to effectiveness: CEO feedback seeking,vision articulation,and firm performance

Humble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.     

家长式领导对高速铁路司机安全行为的影响研究

为了进一步提升高速铁路司机的安全绩效,保证高速铁路的运输安全,以高速铁路司机为研究对象,利用国内11家铁路局的调研数据,构建理论模型,实证研究家长式领导风格对安全氛围及安全行为的影响,采用回归分析和Bootstrap技术进行检验。结果表明:德行领导、仁慈领导和威权领导均对高速铁路司机的安全行为产生显著正向影响;安全氛围在家长式领导风格与安全行为之间起到部分中介作用;德行领导和仁慈领导对安全行为具有正向交互影响效应。     

Dreams within a dream: Multiple visions and organizational structure

Research has long recognized the potential benefits of vision communicated at all levels of organizations. Despite this recognition, our understanding of the dynamics surrounding suborganizational visions remains limited. In this paper, we aim to explore these dynamics by investigating the role of organizational structure in the use of suborganizational visions. Although research has begun exploring the implications of structure for vision, it has done so on a limited basis in the context of vertical hierarchies. We take a more comprehensive view, exploring the role of both vertical and horizontal dimensions of structure, with specific interest in the relationship between organizational and suborganizational visions. Our findings suggest not only that structural distance moderates the relationship between organizational and suborganizational visions but also that horizontal distance from the organizational core provides the conditions under which suborganizational units communicate distinct visions that are decoupled from the organizational vision. Furthermore, we find a series of coordinating mechanisms that serve to encourage both the vertical nesting and horizontal complementarity of visions, ensuring alignment, even in the presence of decoupling from the organizational vision. Finally, in describing these findings, we elucidate the role of institutions in both providing content for and ensuring the complementarity of suborganizational visions.     

从《工伤保险条例》修订案析“三位一体”的缺失

针对《工伤保险条例》修改草案中拟新增的事故报告规定与现行的《生产安全事故报告和调查处理条例》相脱节的现象,分析在安全管理、事故和职业病预防、工伤保险上政出多门的弊端及其影响,结合国外的,特别是日本做法的可借鉴性,指出实现事故预防-事故赔偿-工伤康复"三位一体"的事故管理机制的关键,首先要尽早理顺管理体制并对各行政机构的职能权限进行科学合理界定。     

'All hazards approach' to disaster management: the role of information and knowledge management, Boyd's OODA Loop, and network-centricity

The ever-increasing complexity of disasters demands utilisation of knowledge that exists outside domains traditionally drawn upon in disaster management. To be operationally useful, such knowledge must he extracted, combined with information generated by the disaster itself, and transformed into actionable knowledge. The process, though, is hampered by existing, business-oriented approaches to knowledge management, by technical issues related to access to relevant, multi-domain information/knowledge, and by executive decision-making processes based predominantly on historical knowledge. Consequently, as shown by many recent incidents, the management of large-scale (mega) disasters is often inefficient and exceedingly costly. This paper demonstrates that the integration of modified information and knowledge management into the concepts of network-centric operations and network-enabled capabilities, and the employment of Boyd's OODA (Observe, Orient, Decide, and Act) Loop-based decision-making in unpredictable and dynamically changing environments, may address some of these problems.     

煤炭企业差序格局下员工安全行为路径研究*

为促进煤炭企业员工安全行为,减少生产安全事故,基于差序格局理论、资源保存理论和自我决定理论,构建差序式领导、组织认同、安全动机和员工安全行为的链式中介模型。通过路径检验和Bootstrap方法,对367名煤炭企业基层员工的有效问卷数据进行统计分析,探讨激发员工安全行为的有效路径。研究结果表明:煤炭企业中的差序式领导可正向影响员工安全遵从行为和安全参与行为,且对安全参与行为的促进作用更强;组织认同和安全动机在差序式领导与员工安全遵从行为、安全参与行为的关系中存在独立中介和链式中介作用,且相较于组织认同,安全动机的独立中介作用更强。研究结果可为建立合理的差序标准、采取适度偏私手段提供参考。     

班组长领导方式对矿工安全行为的影响 效用研究—基于调整焦点理论*

围绕班组长领导方式和矿工安全行为的内涵,通过文献分析与因子分析,剖析出班组长领导主要包含领导魅力、鼓励性激励、智力激发、个性化关怀、权变性奖励、积极例外管理和消极例外管理七种方式,矿工安全行为主要包含安全遵守与参与一种方式。以班组长七种领导方式为外在潜变量,矿工安全行为一种方式为内在潜变量,基于调整焦点理论下构建班组长领导方式对矿工安全行为的影响效用模型。运用SPASS17.0和AMOS7.0软件,探析班组长各领导方式对矿工安全行为的作用路径及其影响,从而为煤矿安全管理提出新思路。     

Context matters: Combined influence of participation and intellectual stimulation on the promotion focus–employee creativity relationship

In this paper, we examined the interactive effects of two contexts—participation and intellectual stimulation, and promotion focus on creativity. On the basis of a multi‐organization sample of 213 employees, we tested and found that although promotion focus was positively related to creativity, the relationship between promotion focus and creativity was most positive when both participation and leader intellectual stimulation were high. We discuss the way contexts in combination influence employee creativity for promotion‐oriented individuals, through increasing decision latitude as well as stimulating and promoting creativity. Copyright © 2011 John Wiley & Sons, Ltd.