Networking emergency teams in Jerusalem

With the recent upsurge in terrorism, more and more attention is being directed at examining the effectiveness and efficiency of emergency teams. These teams tend to focus on their areas of expertise without necessarily communicating, cooperating or coordinating their operations. Research suggests that improved interpersonal communication and coordination enhances the overall work of each emergency team, and that their combined effort is far in excess of the sum of their individual endeavours. This paper outlines attempts made in Jerusalem to improve the performance of emergency teams and to help the helpers by holding training workshops, setting up a forum of co‐workers and encouraging dialogue among various emergency teams in the city. A planned intervention programme was designed to enable informal networking between team leaders. The programme had an impact on team workers and resulted in a more coordinated and effective service delivery during emergencies.     

“有感领导”在石化企业安全管理中的应用

基于"有感领导"的内涵,从"听到、看到、感受到"3个层次提出践行"有感领导"的实施要求,在分析"有感领导"实施内容的基础上,结合"领导干部个人安全行动计划",介绍了"有感领导"在某石化企业的实践应用。     

Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes

Authentic leadership has received considerable attention and research support over the past decade. Now the time has come to refine and better understand how it impacts performance. This study investigates the moderating role followers' positive psychological capital (PsyCap) and the mediating role that leader–member exchange (LMX) may play in influencing the relationship between authentic leadership and followers' performance. Specifically, we tested this mediated moderation model with matched data from 794 followers and their immediate leaders. We found that authentic leadership is positively related to LMX and consequently followers' performance, and to a larger degree, among followers who have low rather than high levels of PsyCap. Our discussion highlights the benefits of understanding the roles of relational processes and followers' positive psychological resources involved in the effectiveness of authentic leadership and how they can be practically implemented. Copyright © 2012 John Wiley & Sons, Ltd.     

Employee judgments of and behaviors toward corporate social responsibility: A multi‐study investigation of direct,cascading, and moderating effects

Do employee judgments of their organization's corporate social responsibility (CSR) programs relate to CSR‐specific performance and in‐role job performance? Can middle managers influence the formation of such judgments and what factors might moderate such cascading influences? To answer these yet unaddressed questions, we conduct three studies. Study 1 takes an organizational justice perspective and tests our baseline model. Results show that employees' CSR judgments trigger their affective commitment and performance on extra‐role CSR‐specific behaviors; however, extra‐role CSR‐specific performance is unrelated to in‐role job performance. Study 2 replicates Study 1's findings while, in addition, applies a social information processing approach and offers novel insights by demonstrating the cascading effects of managers' CSR judgments on employee CSR judgments. Investments made in CSR programs in order to improve employee judgments and behaviors may be unsuccessful if employees' CSR judgments are based on social information that remains unchanged. In addition to replicating the findings from studies 1 and 2, study 3 draws from middle management involvement and leadership theories to show that leadership styles and managers' involvement in implementing deliberate strategy can strengthen or weaken these cascading effects. This highlights the important role of middle managers as “linking pins” in the CSR strategy implementation process. Copyright © 2014 John Wiley & Sons, Ltd.     

Give them what they want or give them what they need? Ideology in the study of leadership

In recent years, a number of new, values‐based, or ideological models focusing on leader behavior have been proposed. These models include authentic, servant, character‐based, ethical, spiritual, and aesthetic leadership. In the present effort, we argue that these models, despite some differences in key dimensions, are tied together by a focus on moral behavior. The available evidence indicates that these models have only modest predictive power with respect to organizational performance criteria. More centrally, we argue that tests of these models are characterized by significant methodological problems with respect to both measurement and control. Moreover, these models suffer from some serious substantive concerns, including the explicit confounding of leadership and morality, discounting of system impacts, inappropriate assumptions about follower needs, and inappropriate scientific inferences. These models also fail to provide viable new approaches for leader development. We conclude that caution must be exercised when these models are employed as a basis for understanding leadership. Copyright © 2014 John Wiley & Sons, Ltd.     

Social networks and non-market valuations

This paper considers the role of social networks in the non-market valuation of public goods. In the model individuals derive utility both from their own direct enjoyment of the public good and from the enjoyment of those in their network. We find that network structure almost always matters, both for utility and for valuation. The network increases aggregate valuation when it assigns higher importance, that is, stronger connections, to individuals with higher private values for the public good. The model provides a theoretical foundation for the idea of opinion leaders who have disproportionate influence over their communities. Specifically, opinion leaders are individuals assigned high importance by the network, and projects favored by opinion leaders tend to be favored by the network as a whole. The model can also guide future empirical studies by enabling a more structural approach to non-market valuation in a socially connected group.     

企业组织中的安全领导理论研究

安全领导问题与安全管理问题既有联系 ,又有区别 ,笔者对安全领导和安全管理的概念进行了分离 ,专门对安全领导问题进行研究。首先讨论安全领导的概念和安全领导的基本功能 ,其次论述安全领导和安全管理二者的联系和区别 ,然后专门探讨了安全领导对现代生产企业搞好安全工作的重要性 ,最后指出了企业安全领导者对企业安全工作的影响力的含义以及提高这种影响力的方法。笔者的目的是为人们认识安全领导、建立安全领导学科理论、深化安全领导责任制度、促进安全领导工作等提供有益的思路。     

安全管理者的威权领导对矿工安全行为的影响研究

探讨威权领导对矿工安全行为的影响关系,以及心理安全感在二者之间的调节作用,对进行矿工安全行为管理有帮助。设计了包含威权领导、安全行为和心理安全感的调查问卷,采用回归分析方法,通过对235名矿工的调查问卷分析,结果显示:威权领导在煤矿企业中普遍存在,并对矿工安全行为有显著影响,其中对安全服从行为有正向影响,对安全参与行为有负向影响;心理安全感在威权领导与安全行为的影响中具有显著调节作用。其中,心理安全感的高低在威权领导对安全服从行为的正向影响中有缓慢提升作用,但在威权领导与安全参与行为的负向影响中有加速降低作用。该结论丰富了矿工安全行为的研究视角,为煤矿企业安全生产管理实践提供参考。     

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.     

Leadership in sustainability planning: propagating visions through empathic communication

Despite their lack of decision-making power, planners frequently prevail in advancing strong sustainability agendas. A review of leadership and planning literature suggests that they employ collaborative practice. Using an ethnographic methodology that draws from the stories and actions of six planners with sustainability mandates, supplemented with a survey of their staff and colleagues, this research examines how they do it. Findings suggest that despite variety in their organisational contexts, the planners relied on strong visions and on forging and maintaining relationships to set and implement sustainability mandates. The planners deployed participative and collaborative values selectively in support of their mandates.