Extended abstract of conference paper accepted for and presented at ‘The Global Transformation of Work: Market Integration, China’s Rise and Labor Adaptation’ at Rutgers University, New Brunswick, March 17-18, 2016. doi:10.5281/zenodo.47890
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The paper used data from insurance agents and their supervisors from a multi-unit insurance company to test the effects of a mediator over the relationship between empowering leader behavior (ELB) and agent organizational citizenship... more
The paper used data from insurance agents and their supervisors from a multi-unit insurance company to test the effects of a mediator over the relationship between empowering leader behavior (ELB) and agent organizational citizenship behavior (OCB). Results showed that, among the three types of approaches to empowerment, leading by example was the strongest predictor in agent perceived job meaning, which in turn, results in higher level of OCB performance. Results also showed that the relationship between a subordinatepsilas perceived meaning of the job and OCB is moderated by whether the person is agreeable or not. Implications of the findings for researchers and practitioners are presented.
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ABSTRACT Leaders’ emotional intelligence (EI), personality, and empowering behavior have been heavily studied in the organizational behavior literature. To date, the majority of research on EI and personality has shown their significant... more
ABSTRACT Leaders’ emotional intelligence (EI), personality, and empowering behavior have been heavily studied in the organizational behavior literature. To date, the majority of research on EI and personality has shown their significant influence on personal outcomes. It has also been suggested that empowerment is a fundamental psychological mechanism underlying follower outcomes. Nevertheless, little attention has been paid to the effect of team leaders’ EI and personality on team outcomes and the potential mediating effect of team leaders’ empowering behavior. In this study, we developed theoretical rationale and empirically tested the effect of team leaders’ EI and personality on team climate and the mediating role that team leaders’ empowering behavior plays in this relationship. The results supported most of our hypothesized relationships, that is, the positive effects of team leaders’ EI and agreeableness on team climate were mediated by team leaders’ empowering behavior, whereas team leaders’ openness to new experience was not related to empowering behavior and team climate. Finally, theoretical and practical implications were discussed.
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Page 1. INFLUENCE TACTICS ACROSS TWELVE CULTURES Jeffrey C. Kennedy, Ping-Ping Fu and Gary Yukl ABSTRACT This chapter summarizes our current knowledge regarding use of managerial influence tactics in international ...
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Purpose – The purpose of this paper is to examine the extent to which chief executive officer (CEO) transactional and transformational leader behaviors as well as CEO self-enhancing versus self-transcendent values permeate through the... more
Purpose – The purpose of this paper is to examine the extent to which chief executive officer (CEO) transactional and transformational leader behaviors as well as CEO self-enhancing versus self-transcendent values permeate through the organization to influence middle-level managers. Design/methodology/approach – Using a multi-level longitudinal design, the authors collected self-reported value data from 32 CEOs and 119 top management team (TMT) members rated their CEOs on transactional and transformational leader behaviors at Time 1; 18 months later, TMTs rated the in-role behaviors and organizational citizenship behaviors (OCBs) of 331 mid-level managers. Also, at Time 2, mid-level managers evaluated their relationship with the organization in terms of economic and social exchange. HLM was used to analyze the data. Findings – The authors found the positive relationship between transactional CEO leader behaviors and mid-level manager in-role behaviors to be enhanced when CEOs hold self-transcendent values, whereas this relationship was weakened by CEO self-enhancing values. Similarly, the relationship between CEO transformational leader behaviors and mid-level manager OCBs was found to be strengthened when leaders espoused self-transcendent values. Finally, the authors found that economic exchange mediated the relationship between the transactional leadership * self-enhancing values interaction term and mid-level manager in-role behaviors. Similarly, social exchange mediated the relationship between the transformational leadership * self-transcendent values interaction term and mid-level manager OCBs. Originality/value – Leadership/OB.
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This study examined the link between servant leadership and hotel employees’ customer-oriented organizational citizenship behavior (OCB) by focusing on the mediating role of leader–member exchange (LMX) and the moderating role of... more
This study examined the link between servant leadership and hotel employees’ customer-oriented organizational citizenship behavior (OCB) by focusing on the mediating role of leader–member exchange (LMX) and the moderating role of followers’ sensitivity to others’ favorable treatment. Using time-lagged data from 304 supervisor–follower pairs in nineteen hotels in China, we found that servant leadership positively influenced customer-oriented OCB, and this influence was mediated by LMX. In addition, moderated path analysis indicated that employees’ sensitivity to others’ favorable treatment strengthened the direct effect of servant leadership on LMX and its indirect effect on customer-oriented OCB. This study extends the scope of servant leadership research and provides evidence for arguments that servant leadership matters in the hospitality industry. The study also demonstrates the importance of LMX to the relationship between managers and employees, through findings that are strengthened by a longitudinal design.
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Before the reform that started in 1978, the concept of business leadership was virtually non-existent under China's planned economy. However, 20 years later, leadership as a science and a product of the economic reform has developed... more
Before the reform that started in 1978, the concept of business leadership was virtually non-existent under China's planned economy. However, 20 years later, leadership as a science and a product of the economic reform has developed into an area of great interest and attention. Today, Chinese organizations not only have managers in the real sense of the word, but are also in the process of establishing true scientific management systems under the market-oriented economy with socialist characteristics. However, to understand and appreciate the changes, we will have to describe what management and leadership was like before the reform. We will then discuss the changes that were observed in the past 20 years and the challenges that must still be overcome by the Chinese practitioners, as well as academicians.
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As a trait, leader confidence has been examined in major leadership theories, such as transformational/charismatic, Pygmalion, and empowering leadership. However, how confidence affects leadership effectiveness remains an empirical... more
As a trait, leader confidence has been examined in major leadership theories, such as transformational/charismatic, Pygmalion, and empowering leadership. However, how confidence affects leadership effectiveness remains an empirical question. Conceptualizing leadership confidence in two behavioral approaches—demonstrating self-confidence (DC-self) and demonstrating confidence in followers (DC-follower)—this study tests the independent effects of the two DC behaviors as well as their interactive effects with firm environment on followers' commitment. Results of Hierarchal Linear Modeling analyses suggest that both DC behaviors have significant impact on follower commitment and their effects attenuate each other. Results also reveal that DC-self interacts with firm environment to influence follower commitment. The effect of DC-self on follower commitment is stronger in a more competitive environment. Those findings and their implications for leadership research and practice are discussed.
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International audienc
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As a trait, leader confidence has been examined in major leadership theories, such as transformational/charismatic, Pygmalion, and empowering leadership. However, how confidence affects leadership effectiveness remains an empirical... more
As a trait, leader confidence has been examined in major leadership theories, such as transformational/charismatic, Pygmalion, and empowering leadership. However, how confidence affects leadership effectiveness remains an empirical question. Conceptualizing leadership confidence in two behavioral approaches—demonstrating self-confidence (DC-self) and demonstrating confidence in followers (DC-follower)—this study tests the independent effects of the two DC behaviors as well as their interactive effects with firm environment on followers' commitment. Results of Hierarchal Linear Modeling analyses suggest that both DC behaviors have significant impact on follower commitment and their effects attenuate each other. Results also reveal that DC-self interacts with firm environment to influence follower commitment. The effect of DC-self on follower commitment is stronger in a more competitive environment. Those findings and their implications for leadership research and practice are discussed.
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Although the concept of responsible leadership has existed for 50 years, there is no consistent definition, and little relevant research exists in an East Asian context. We introduce a unique interpretation, particularly based on... more
Although the concept of responsible leadership has existed for 50 years, there is no consistent definition, and little relevant research exists in an East Asian context. We introduce a unique interpretation, particularly based on Confucianism and Daoism Chinese traditions, using multiple cases to explain how this interpretation affects responsible leadership behavior in Chinese companies. We explore the values, beliefs, behaviors, and managerial practices of five Chinese responsible leaders whose companies are leaders in their respective industries. Our study illustrates the influence of social culture on the study and practice of responsible leadership from a diverse perspective to enrich the responsible leadership literature.
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Through three case studies, the authors aim to examine how Confucian humanistic philosophy can be applied to leadership practices and show how it is possible to practice humanistic leadership in the Chinese context.,The authors use case... more
Through three case studies, the authors aim to examine how Confucian humanistic philosophy can be applied to leadership practices and show how it is possible to practice humanistic leadership in the Chinese context.,The authors use case studies of three exemplary humanistic leaders and the companies they lead to describe their leadership practices and influence on others and their companies.,The authors identify three common elements that connect their observations to an emerging scholarly conceptualization of humanistic leadership and develop a framework of Confucian humanistic leadership consisting of five attributes. The cases the authors studied suggest that the five attributes should be understood as being mutually reinforcing and acting in concert, rather than each acting independently of the others. The authors found that there is inherent consistency and connection between the core values of Confucianism and humanistic leadership.,The research contributes to the leadership l...
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For nearly 30 years, Youmin Xi, professor of management at Xi’an Jiaotong University, who serves concurrently as the executive president of Xi’an Jiaotong-Liverpool University and pro-vice chancellor of the University of Liverpool, has... more
For nearly 30 years, Youmin Xi, professor of management at Xi’an Jiaotong University, who serves concurrently as the executive president of Xi’an Jiaotong-Liverpool University and pro-vice chancellor of the University of Liverpool, has been trying to find a way to best integrate management practices and management research in the East and West based on his multiple roles as a management researcher, educator, and practitioner. Being the first recipient of the PhD degree of management engineering in China, Xi has personally witnessed and lived through the development of China’s management education. In this interview, Xi believes management theories and practice can support one another and collaborate to improve management education in China. He also believes what he has been doing in developing HeXie Management Theory, a practice-based management theory, could offer educators and practitioners in the West some food for thought.
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Purpose Previous research on influence strategies has almost exclusively indicated negative relationships between assertive influence and employee work outcomes; the purpose of this study is to argue that an assertive influence strategy... more
Purpose Previous research on influence strategies has almost exclusively indicated negative relationships between assertive influence and employee work outcomes; the purpose of this study is to argue that an assertive influence strategy can also lead to both positive and negative work outcomes, when subordinates hold different attributions towards the leaders’ motive of using assertive influence (hereafter “the cause”). Design/methodology/approach The empirical study was based on data collected from 930 employees in China. The authors developed hypotheses to test the mediating effects of three types of perception in the relationship between an assertive influence strategy and five outcomes, and additional analyses on persuasive and relational influence strategies are also conducted. Findings Results show that when subordinates attribute the cause to their ability (internal attribution), an assertive influence has indirect positive effect on felt obligation, organizational commitment...
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Focusing on the 'passion at work' specific to leaders, this study examined the relationships among leaders' passion at work, transformational leadership and leader effectiveness using structural equation modeling.... more
Focusing on the 'passion at work' specific to leaders, this study examined the relationships among leaders' passion at work, transformational leadership and leader effectiveness using structural equation modeling. Specifically9ÿ we developed and tested the ideas that mediated effects of transformational leadership. Using a sample of managers in China, results supported the direct and indirect effects of leaders' passion at work on leader effectiveness. Theoretical contributions, managerial implications and limitations are discussed.
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ABSTRACT Leader's traits evolve over time and are expressed differently under different situations. To capture both the evolution and expression of leader traits, we propose a dynamic model. We argue that the evolution of traits... more
ABSTRACT Leader's traits evolve over time and are expressed differently under different situations. To capture both the evolution and expression of leader traits, we propose a dynamic model. We argue that the evolution of traits consists of changes in intensity and nature. Based on data on five publicly acknowledged Chinese leaders collected from various sources, we identified three patterns (homological, converse, and composite) by which leader traits evolve. We also discovered that leader's traits can be intrinsic or extrinsic. The intrinsic traits change in intensity; whereas the extrinsic traits are replaced by other traits over time. Factors influencing these changes include both internal (e.g., leaders' own learning and introspection) and external (e.g., major social events and subtle cultural influences). The results of our study show that the traits leaders demonstrated under specific situations are composite in nature, which also supports the notion that traits evolve. Based on our finding, we generated a few propositions for future empirical studies.
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Research Interests: Business Ethics, Political Philosophy, Corporate Social Responsibility, International Law, Human Rights, and 18 moreVirtue Ethics, Corporate Governance, Natural Law, Philosophy Of Law, Environmental Sustainability, Ethics and economics, CSR Ethics, Socially-responsible Investing, Cross cultural studies, International Strategy, Soft Law, Environmental Responsibility, CSER, Furrer, Olivier Furrer, Socially Responsible Investing, Global Economic Governance, and Philosophy of Law
This paper theorizes and tests how chief executive offi cers’ (CEOs’) transformational leadership behaviors, which motivate followers to do more than expected and act for the good of the collective, infl uence followers’ commitment. We... more
This paper theorizes and tests how chief executive
offi cers’ (CEOs’) transformational leadership behaviors,
which motivate followers to do more than expected and
act for the good of the collective, infl uence followers’
commitment. We theorize that CEOs’ values may either
enhance or attenuate the effect of transformational
behaviors on followers, depending on followers’ reactions
to the congruence or incongruence between leaders’
internal values and their outward transformational
behaviors. Self-enhancement values—focusing on the
leader’s own happiness—would attenuate the effect,
whereas self-transcendent values—focusing on others’
happiness—would accentuate the effect of CEOs’ transformational
behaviors on followers’ commitment. Using a
sample of 45 managers in two companies in China, we
validated a Q-sort method of measuring personal values.
Results of a second study using cross-sectional and
longitudinal surveys as well as interview data from a
sample of Chinese CEOs, top managers, and middle
managers supported both the attenuation and the
accentuation effects and validated the idea that middle
managers can detect their CEOs’ values. •
offi cers’ (CEOs’) transformational leadership behaviors,
which motivate followers to do more than expected and
act for the good of the collective, infl uence followers’
commitment. We theorize that CEOs’ values may either
enhance or attenuate the effect of transformational
behaviors on followers, depending on followers’ reactions
to the congruence or incongruence between leaders’
internal values and their outward transformational
behaviors. Self-enhancement values—focusing on the
leader’s own happiness—would attenuate the effect,
whereas self-transcendent values—focusing on others’
happiness—would accentuate the effect of CEOs’ transformational
behaviors on followers’ commitment. Using a
sample of 45 managers in two companies in China, we
validated a Q-sort method of measuring personal values.
Results of a second study using cross-sectional and
longitudinal surveys as well as interview data from a
sample of Chinese CEOs, top managers, and middle
managers supported both the attenuation and the
accentuation effects and validated the idea that middle
managers can detect their CEOs’ values. •