土木建筑施工班组安全生产管理模式创新

在分析我国安全生产监督管理机制和土木建筑施工项目安全生产管理模式基础上,结合土木建筑行业安全生产过程特点,指出土木建筑行业必须发挥班组的重要作用。借鉴煤炭、电力等行业平安班组建设经验,建议了以联保、互保制度为核心的土木建筑施工作业班组模式。实践表明,尽管土木建筑施工班组稳定性差,但平安班组建设促进了班组人员安全意识的提高,班组人员发现、排解安全风险能力增强,促进了工程建设安全生产。     

矿山救援队自身伤亡事故新特点及防治对策

为有效防止矿山救援队自身伤亡事故,通过统计1953-2013年期间的81例矿山救援队自身伤亡事故,研究其新特点与防治对策。结果表明:矿井火灾和爆炸事故救援始终是诱发救援队自身伤亡事故可能性最大的救灾作业类型,近年来这一特点更为明显,且火灾事故救援诱发瓦斯爆炸也成为导致自身伤亡的重要特征。因此,强化救援小队管理,改善救援技术与装备,重视预防性安全检查,提升应急决策与指挥的合理性,保障应急处置的安全并重点提高火灾与爆炸事故应急处置能力,是预防矿山救援自身伤亡事故的必要手段。     

基于虚拟现实技术的非煤矿山救护队培训系统设计与实现

针对非煤矿山救护队应急救援培训的实际需求和现实不足的情况,根据救护队行动程序,应用虚拟现实技术,研究与设计非煤矿山救护队应急救援培训系统。硬件系统采用可视立体技术和多点触摸技术,设计双屏触摸一体培训考试机。软件系统由用户信息管理子系统、多媒体演示培训子系统、专项操作训练子系统、考核与评价子系统、综合训练子系统构成。采用3D显示、人性化用户体验设计、自动寻路A*算法和导航网格等关键技术,从几何建模、动画建模、信息数据库和场景驱动等方面对系统整体进行架构。该系统的设计与开发可使非煤矿山救护队培训考核更加安全、高效、系统和节约。     

采油队派工单制度的探索与实践

用风险控制理论,分析采油队日常操作的不安全行为,提出派工单设计思路,探索建立适合采油队日常安全管理的派工单制度,取得了较好的效果。     

The power of reflection for would-be leaders: Investigating individual work reflection and its impact on leadership in teams

This paper examines the key role that individual work reflection plays in facilitating individuals' leadership in teams. Consistent with the functional perspective on leadership, we argue that individual work reflection allows individuals to better understand their team's needs, and therefore enact higher levels of task-, relational-, and change-oriented leadership behaviors and be more effective leaders in their teams. We first conducted a series of measure development studies to validate a measure of individual work reflection comprising four dimensions of reflection at work: goals-, methods-, relationships-, and self-focused reflection. Then, across two independent studies assessing individuals in self-managing teams over time, we found support for our theoretical model linking individual work reflection to peer-rated leadership behaviors (Main Studies 1 and 2) and leadership effectiveness (Main Study 2). In further support of our theorizing, Main Study 2 also indicates that individual work reflection shapes leadership behaviors and effectiveness via understanding the team's needs, beyond a wide range of related constructs (e.g., feedback seeking, mindfulness, and rumination), as well as commonly studied predictors of leadership behaviors (i.e., the Big Five). Our theory and empirical findings help advance insights on the role of individual work reflection in improving leadership outcomes in organizations.     

Recognizing reflexivity among conservation practitioners

When deciding how to conserve biodiversity, practitioners navigate diverse missions, sometimes conflicting approaches, and uncertain trade-offs. These choices are based not only on evidence, funders’ priorities, stakeholders’ interests, and policies, but also on practitioners’ personal experiences, backgrounds, and values. Calls for greater reflexivity—an individual or group's ability to examine themselves in relation to their actions and interactions with others—have appeared in the conservation science literature. But what role does reflexivity play in conservation practice? We explored how self-reflection can shape how individuals and groups conserve nature. To provide examples of reflexivity in conservation practice, we conducted a year-long series of workshop discussions and online exchanges. During these, we examined cases from the peer-reviewed and gray literature, our own experiences, and conversations with 10 experts. Reflexivity among practitioners spanned individual and collective levels and informal and formal settings. Reflexivity also encompassed diverse themes, including practitioners’ values, emotional struggles, social identities, training, cultural backgrounds, and experiences of success and failure. Reflexive processes also have limitations, dangers, and costs. Informal and institutionalized reflexivity requires allocation of limited time and resources, can be hard to put into practice, and alone cannot solve conservation challenges. Yet, when intentionally undertaken, reflexive processes might be integrated into adaptive management cycles at multiple points, helping conservation practitioners better reach their goals. Reflexivity could also play a more transformative role in conservation by motivating practitioners to reevaluate their goals and methods entirely. Reflexivity might help the conservation movement imagine and thus work toward a better world for wildlife, people, and the conservation sector itself.     

Antecedents and consequences of empowering leadership: Leader power distance,leader perception of team capability,and team innovation

The evidence that empowering leadership is an effective form of team leadership brings the question on what the antecedents of empowering leadership are into focus. We propose that empowering leadership is driven by considerations of the normative and situational appropriateness of empowering leadership that are associated with leader power distance value and leader perception of team capability. We propose that leader power distance and perceived team capability interact such that the influence of leader power distance on empowering leadership is stronger with higher perceived team capability. We extend our model to show that by affecting empowering leadership, the interaction of leader power distance and perceived team capability indirectly influences team innovation, an important team outcome associated with empowered teamwork. We tested our model in two multisource surveys in China: Study 1 of 84 technical teams and Study 2 of 83 financial service teams. We discuss how our study contributes to empowering leadership theory by providing a theoretical perspective that lends itself well to identifying other trait and situational antecedents of empowering leadership.     

Team knowledge exchange: How and when does transformational leadership have an effect?

In this study, we examined how and when transformational leadership affected team knowledge exchange. Taking a goal pursuit perspective, we hypothesized two parallel mediating mechanisms—team knowledge goal generation and team knowledge goal striving—linking transformational leadership to team knowledge exchange. In addition, we investigated whether team-level team-member exchange served as a boundary condition that qualified the effects of transformational leadership on team knowledge goal generation and striving. We tested our hypotheses using time-lagged data from 118 work teams of a large Chinese manufacturing firm. Our findings provided support for the proposed parallel mediating mechanisms (i.e., team knowledge goal generation and team knowledge goal striving) that linked transformational leadership to team knowledge exchange. In addition, we found that team-level team-member exchange could strengthen the positive effect of transformational leadership on team knowledge exchange via team knowledge goal generation. By taking the novel lens of team goal pursuit, this study contributes to the literature on leadership and teams by shedding light on how transformational leadership triggers the goal pursuit process of team knowledge exchange.     

Antecedents and consequences of collective psychological ownership: The validation of a conceptual model

We investigate team member feelings of collective psychological ownership (CPO) over teamwork products, the psychological paths that lead to it, and its impact on team workers' evaluations of team effectiveness, turnover intentions, and intentions to champion teamwork products. We focus on the teamwork product as an important target of ownership feelings, building on theories of self-extension, psychological ownership, and team emergent states. In Study 1, we validate measures for three ownership activating experiences (OAE) that have been proposed as paths to CPO (control over, intimate knowledge regarding, and investment in the teamwork product) using two samples of individual team workers (n = 210 and n = 140). In Study 2 (n = 183) and Study 3 (n = 200), we use surveys and a multiwave design to show that team workers' feelings of CPO mediate the relationship between investment in and intimate knowledge regarding the product and team effectiveness evaluations, team turnover intentions, and intentions to champion the work product. In Study 4 (n = 48 teams), CPO was predicted by the ownership activating experiences, at the team level. This research additionally highlights the benefits to organizations of creating conditions for the emergence of employee feelings of shared ownership over teamwork products.     

When can culturally diverse teams be more creative? The role of leaders' benevolent paternalism

The current research examines the conditions under which cross‐cultural teams can realize their creative potential—a consequence of their cultural diversity. We propose that in more culturally diverse teams, team members are less open when communicating with each other, which impairs the team's ability to elaborate on the information contributed by different members, ultimately limiting team creativity. We further theorize that leaders' benevolent paternalism, a leadership style that is particularly prevalent in East Asian contexts, can reduce the negative consequence of intercultural diversity on intercultural communication openness. On the basis of multiwave, multisource data from 48 culturally diverse teams in China, we found that perceived intercultural diversity is negatively related to intercultural communication openness, which, in turn, is positively related to information elaboration, and ultimately, team creativity. Leader benevolent paternalism attenuates the negative relationship between intercultural diversity and intercultural communication openness. These findings enrich the literature on intercultural diversity by calling attention to communication‐related obstacles.