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.     

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.     

How do leaders use emotional labor?

Leaders use emotional labor to regulate their own emotions and to manage the moods, job attitudes, and performance of their followers. Researchers need to examine how emotional labor is related to (i) leadership styles, (ii) leader and subordinate stress and well‐being, (iii) leader authenticity and character, and (iv) leader effectiveness. Copyright © 2012 John Wiley & Sons, Ltd.     

Use of a Business Excellence Model to Improve Conservation Programs

Abstract: The current shortfall in effectiveness within conservation biology is illustrated by increasing interest in “evidence‐based conservation,” whose proponents have identified the need to benchmark conservation initiatives against actions that lead to proven positive effects. The effectiveness of conservation policies, approaches, and evaluation is under increasing scrutiny, and in these areas models of excellence used in business could prove valuable. Typically, conservation programs require years of effort and involve rigorous long‐term implementation processes. Successful balance of long‐term efforts alongside the achievement of short‐term goals is often compromised by management or budgetary constraints, a situation also common in commercial businesses. “Business excellence” is an approach many companies have used over the past 20 years to ensure continued success. Various business excellence evaluations have been promoted that include concepts that could be adapted and applied in conservation programs. We describe a conservation excellence model that shows how scientific processes and results can be aligned with financial and organizational measures of success. We applied the model to two well‐documented species conservation programs. In the first, the Po’ouli program, several aspects of improvement were identified, such as more authority for decision making in the field and better integration of habitat management and population recovery processes. The second example, the black‐footed ferret program, could have benefited from leadership effort to reduce bureaucracy and to encourage use of best‐practice species recovery approaches. The conservation excellence model enables greater clarity in goal setting, more‐effective identification of job roles within programs, better links between technical approaches and measures of biological success, and more‐effective use of resources. The model could improve evaluation of a conservation program's effectiveness and may be used to compare different programs, for example during reviews of project performance by sponsoring organizations.     

INTEGRATED WATER RESOURCES MANAGEMENT WHO SHOULD LEAD,WHO SHOULD PAY?1

ABSTRACT: Improving water management to meet future global needs will certainly require technical advances, but the main challenge is to integrate the viewpoints of diverse societal interests into decisions about allocation of water resources. The integration cannot be done solely by the market because it requires a balancing among interests which do not respond well to market forces, nor by the state alone because of institutional problems. The concept of “integrated water resources management” has been developed to provide the framework for the required balancing of interests, and, like similar concepts in industries other than water, it has a dual purpose - to link stakeholders and apply best practices to management actions. To clarify the process of integrated water management, the paper focuses on two questions: who should lead integrated water resources management and who should pay for it? Several examples are given to illustrate a range of situations. The paper concludes with a call to improve paradigms of integrated water management, a proposition that water organizations should accept and budget for their external responsibilities as well as their direct missions, affirmation of the need for state and federal agencies to be involved with local interests, a call for better scientific and public information, and identification of the need for continued work to improve the process of integrated water management.     

'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。     

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。     

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。     

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.