Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Team resilience is the key to successful risk response, rapid recovery, and even growth in a crisis. It has been pointed out that team resilience is not only the capacity of a team to bounce back from adversity, but also a dynamic psychological process and a shared belief. Research on team resilience is scant. The limited literature on team resilience falls short on two points. First, the capacity perspective dominates the research, ignoring the dynamic development and the emergence of shared belief in team resilience. Second, antecedent research pays little attention to leader characteristics. Against this backdrop, the current research attempts to characterize the influence mechanism of leader mindfulness on team resilience from capacity, process, and belief perspectives. This study will deepen and expand the research on leader mindfulness and team resilience, and provide practical strategies for teams to survive adversity.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Faced with the critical environmental pollution, organizations are expected to plan and implement the environmental management practice. Employees, as the implementers of environmental management practice, have been considered to play a crucial role in organizational green management. Hence, how to facilitate employees’ green behavior is of particular importance for contemporary organizations. Employee green behavior is defined as a kind of behavior in the workplace that contributes to environmental sustainability. Given that employee green behavior is relevant to the sustainable development of the organization, this topic increasingly attracts attention and interest from scholars and practitioners alike. In particular, they focused on how to facilitate employee green behavior. Previous research revealed that green (environmentally specific) transformational leadership and green human resource management practices (HRM) played a crucial role in shaping employee green behavior. However, previous studies took an “either…or…” approach to investigate the effects of green transformational leadership and green HRM (separately), while ignoring their joint effects. Recent studies indicated a trend to examine the joint effects of leadership and HRM. Accordingly, this study explored the joint effect of green transformational leadership and green HRM on employee green behavior in the Chinese context. In particular, we proposed two alternative hypotheses. Based on cue consistency theory, we claimed that green transformational leadership and green HRM positively interact to shape employee green behavior. Based on leadership substitute theory, we demonstrated that green transformational leadership and green HRM negatively interact to shape employee green behavior. Moreover, we proposed that pro-environmental goal clarity mediates the interactive effect of green transformational leadership and green HRM on employee green behavior. We conducted two experiments and one survey study to test our hypotheses. In experiment 1a and 1b (2 × 2 between-subject design), the results of ANOVA showed that green transformational leadership and green HRM positively interacted to shape individual green behavior, which supported the hypotheses based on cue consistence theory. Specifically, individuals in the condition of high green transformational leadership and high green HRM were more likely to engage in green behavior. Study 2, a field study based on the survey data from 173 leader-employee dyads, not only replicated the findings of study 1a and 1b but also revealed that the interaction of green HRM and green transformational leadership was positively related to employee green behavior through the mediating role of pro-environmental goal clarity. This study contributes to the literature in several ways. First, by revealing the positive interactive effect of green transformational leadership and green HRM on employee green behavior, our findings guide us toward a better understanding of how to facilitate employee green behavior from a comprehensive and balanced perspective. Second, by revealing the mediating role of environmental goal clarity, this study contributes to a detailed understanding of how green HRM and green transformational leadership jointly influence employee green behavior. Finally, our results provide some implications for practitioners with how to promote employee green behavior, such as adopting green HRM and developing leaders’ green transformational leadership simultaneously.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Although the continuous spread of the pandemic and the rapid development of technology has brought challenges for top managers in China, the environmental uncertainty also offers an opportunity for them to practice and develop leadership skills. To answer what leadership behaviors will help top managers improve organizations’ adaptability and performance in a rapidly changing and complex environment, we developed a new leadership construct, namely, dialectical leadership behavior based on dialectical thinking rooted in the Chinese culture.Dialectical leadership behavior is characterized as a strategic leadership behavior including timely adapting organizational strategy and managerial practices to environmental changes, understanding and balancing between management contradictions, and holistically coordinating different departments and resources in organizations. According to upper echelon theory (Hambrick & Mason, 1984), CEOs’ leadership styles have a profound impact on the strategic choice and performance of the organization. We thus expect CEO dialectical leadership behavior to contribute to firm innovative capability and performance through strategic flexibility in a complex and uncertain business environment.To better understand dialectical leadership, we first developed and validated a scale. We found that dialectical leadership behavior was composed of six dimensions: timely adjusting, individualized mentoring, weighing contradictions, balancing kindness and strictness, promoting coordination, and holistically managing. We further distinguished dialectical leadership behavior from other related leadership constructs with theoretical and empirical efforts. Besides, as top managers of Chinese firms displayed a significantly higher dialectical leadership behavior than those of U.S. companies, the cultural uniqueness of dialectical leadership behavior was justified. Finally, we revealed that CEO dialectical leadership behavior in Chinese companies positively affected firm strategic flexibility and ultimately improved firm innovative capability and performance. We make several contributions. First, scholars constantly explore leadership constructs and practice based on the Western culture. However, the cultural difference between the East and the West matters when it comes to the effectiveness of leadership behaviors. Dialectical leadership behavior provides a new perspective for future exploration of indigenous leadership behaviors and influences by incorporating traditional wisdom of Eastern culture and the reality faced by Chinese enterprises. Second, by developing the measurement of dialectical leadership behavior, we contribute to the future investigation of dialectical leadership behavior and its correlations. Additionally, as we found that CEO dialectical leadership behavior is positively related to firm innovative capability and performance, which are critical for enterprises to survive and thrive during the crisis, we lend confidence in applying wisdom from the Chinese traditional culture to current management practice. Finally, by uncovering the role of firm strategic flexibility in mediating the influence of dialectical leadership behavior on firm innovative capability and performance, we extend understandings about the mechanism through which dialectical leadership behavior matters. We also provide the discussion on the limitation of the study and future research directions.
Subjects: Psychology >> Social Psychology submitted time 2023-02-20
Abstract：
Parental gender bias is the key to the early socialization of gender inequality, which plays a vital role in women’s personality and development. Although the labor market is constantly improving and developing, women’s career development still faces obstacles from gender bias. Gender inequality at home continues to constrain gender equality at work. However, most current research about the influence of parental gender bias focuses on girls’ early childhood and adolescence, neglecting its far-reaching influence affecting women in the workplace. Identifying the underlying factors that influence women’s career choices and performance is key to promoting gender equality in the workplace.
Drawing on the self-concept theory, the present study aims to examine the serial mediating roles of self-esteem and career compromise in the relationship between parental gender bias and female employees’ workplace in-role performance and creativity.
We tested our hypothesis using multi-source data collected from female college students recruited from a university in northern China. We collected our data in three separate waves to reduce the impact of common method bias. In the first wave survey (Wave 1), female college students were asked to provide information on their demographics, parental gender bias and self-esteem. After they landed a job (Wave 2), they were asked to provide information on their career compromise. Three months after they were officially hired after passing the probationary period (Wave 3), female employees were asked to rate the perceived gender bias at work, and supervisors evaluated their in-role performance and creativity and. Finally we got 225 valid matching questionnaires.
We used structural equation modeling in Mplus 8 for data analyses and hypotheses testings. The results showed that: (1) parental gender bias was negatively related to women’s self-esteem; (2) self-esteem was negatively related to women’s career compromise; (3) self-esteem mediated the relationship between parental gender bias and women’s career compromise; (4) career compromise was negatively related to women’s in-role performance/creativity; (5) women’s self-esteem and career compromise serially mediated the relationship between parental gender bias and in-role performance/creativity.
Our findings contribute to the literature in several ways. First, this study focuses on the more fundamental factor of early socialization--parental gender bias, to identify antecedents that prevent women from becoming high-performing and creative employees. This temporal independence allows for a clearer causal relationship and expands the research perspective on female career development barriers. The existing literature has also emerged on the influence of parents on individuals upon entry into the workplace. Our study enriches the literature on the influence of upbringing on workplace performance. Second, this study reveals that parental gender bias negatively affects women’s workplace performance through self-esteem, career compromise, and that there is no difference in the effects of fathers and mothers. In doing so, we provide a two-fold expansion and addition to the literature on the far-reaching effects of parenting styles. On the one hand, it provides a useful addition to previous studies that have mainly focused on maternal gender bias. On the other hand, it expands the influence of fathers’ parenting to children after they enter the workplace. Third, combining external (parental gender bias) and internal (self-esteem) factors to identify women’s career decision-making mechanisms in response to previous scholars’ call. Furthermore, this study focuses on in-role performance and creativity that are more conducive to women’s career development, enriching previous research on the negative outcomes of career compromise.
Peer Review Status:
Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2018-09-07 Cooperative journals: 《心理学报》
Abstract： 谦卑型领导行为是近年来新兴的领导力理论, 团队创造力也一直是学界和实践界关注的焦点, 但是目前缺乏深入探讨二者关系的研究。本文基于团队沟通视角, 研究了谦卑型领导行为对团队创造力的影响机制及其发挥作用的边界条件。对76位团队领导和342位团队成员的匹配数据进行分析后, 结果显示：谦卑型领导行为对团队创造力有积极影响; 团队成员之间横向的深度沟通以及团队成员与团队领导之间纵向的反馈沟通共同中介了这一影响过程; 此外, 团队认知多样性是影响谦卑型领导行为发挥作用的重要边界条件, 在高团队认知多样性的情境中, 谦卑型领导行为通过团队沟通过程对团队创造力的积极影响更加显著。
Subjects: Psychology >> Social Psychology submitted time 2018-09-07 Cooperative journals: 《心理学报》
Abstract： 自我监控是与人际互动密切相关的人格特质。在群体建立和发展的过程中, 自我监控不仅影响个体的人际交往质量, 同时也作用于群体内部的互动; 并且, 自我监控的作用可能随着群体的发展而发生动态变化。为探究上述设想, 本研究针对32个大学新生寝室进行了一学期的跟踪调查。结果表明, 在个体层面, 个体自我监控水平促进群体成员对该个体的积极情感, 并进而间接促进其在群体中的地位获取(个体地位和友谊网络中心度); 在群体层面, 群体自我监控水平促进群体成员间的凝聚力, 并进而间接促进群体在合作中的绩效表现。此外, 个体自我监控水平对他人积极情感的影响存在时间效应, 具体而言, 其正向效应随着群体发展得到一定程度的增强。本研究揭示了自我监控对于个体和群体发生影响的机理, 对于自我监控理论以及地位等相关领域做出了一定的贡献。
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