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Purpose China after 1949, especially since entering the 21st century, significant progress has been made in leadership research under Chinese context. However, so far there has been no systematic review and prospect of China's leadership research in the past 70 years. Therefore, with the help of scientific visualization software Citespace, this paper analyzes the research papers on leadership in the context of China from the top international journals of management science and applied psychology (1949–2018), supplemented and verified the previous research conclusions based on qualitative review, and quantitatively demonstrated the research evolution of leadership field. Design Methodology Approach Using a scientific visualization tool CiteSpace and 145 international leadership works, which were published in 64 top international journals and collected from the Web of Science database, and 852 domestic works which were published in 28 top domestic journals and collected from the CNKI database from 1949 to 2018, we draws keyword co-occurrence knowledge graph and keyword strategy map to visualize the landscape and evolution of leadership research and analyze the hot topics and research trends in the field of leadership. Findings The research found that: (1) Before 2002, there were only 7 articles published in 64 international top journal, mainly focusing on Western leadership theories such as transformational, cross-cultural comparison and the adaptability in Chinese context; (2) From 2003 to 2012, scholars had begun to introduce mainstream quantitative research paradigm in international academic community; (3) From 2013 to 2018, researches tended to be synchronized, with 461 and 99 papers published respectively. How emerging leaderships (such as ethical leadership) affect on various emerging outcome variables (such as creativity, voice behavior, unethical pro-organizational behavior etc.) is hot topic for future research. Originality Value Different from the previous qualitative reviews on organizational culture research, this paper, for the first time, uses bibliometric research methods to systematically analyze the evolution path of leadership research during the 70 years of China(1949–2018, and puts forward the future research prospects.

Purpose Managerial coaching has been popularized as a way of motivating, developing and retaining employees in organizations. Yet, there has been a lack of empirical studies to examine the linkage between managerial coaching and its potential impact on employees. This study aims to investigate the interrelationships among managerial coaching, employees’ personal learning and organizational commitment. This study also attempts to revise an existing instrument for measuring coaching skills in organizations created by McLean et al. (2005) to assess managers’ coaching skills. Design/methodology/approach Data analyzes were based on 187 employees of a top global technology organization headquartered in the USA. The existing instrument for measuring coaching skills was revised and confirmed through a series of efforts including expert reviews, pilot tests and assessing its reliability and validity. Structural equation modeling was used to examine the relationships among managerial coaching skills and employees’ personal learning and organizational commitment. Findings This study identified five dimensions of managerial coaching skills and validated the revised instrument measuring coaching skills in organizations. It also demonstrated that managers’ utilization of managerial coaching skills had a direct effect on employees’ learning and organizational commitment and impacted employees’ organizational commitment through personal learning. Originality/value This study examined the interrelationships among managerial coaching and employees’ personal learning and organizational commitment in organizations. In doing so, this study unveiled the process of how managers’ coaching affects employees’ development and attitudes at work. This study also identified five coaching skills as a tool to assess the level of managerial coaching.

The study explores how gender affects the relationships linking work-to-family conflict to job and life satisfaction among dual-earner spouses. Data were collected from 157 paired Chinese managers ...

The purpose of this article is to investigate how and when leader–member exchange (LMX) differentiation influences employees’ voice behavior by examining trust as a psychological process and two types of leader power as opposite moderators. Based on a sample of 61 teams from an energy corporation in China, we tested a moderated mediation model using multilevel structural equation modeling. The results show that LMX differentiation is negatively related to employees’ trust in leaders and, in turn, reduces employees’ voice behavior. Moreover, leader reward power negatively moderates the influence of LMX differentiation on employees’ trust in leaders such that the relationship is stronger when leader reward power is low but not significant when leader reward power is high. Leader coercive power positively moderates the relationship such that it is stronger when leader coercive power is high but not significant when leader coercive power is low. Furthermore, these two types of power moderate the indirect relationship between LMX differentiation and employees’ voice via their trust in leaders. This study is the first to unpack the mechanism that links LMX differentiation and voice behavior and the conditions under which LMX differentiation can exert influence. This study delineates a resource-based process with conservation of resources theory through which employees appraise the social stressor (LMX differentiation), perceive the value of future resource investment (trust), strategically respond to resource signals (leader power), and finally make resource investment decisions (voice behavior).

Purpose The purpose of this paper is to examine the relationships between CEO narcissism and strategic decision-making (SDM) processes (decision comprehensiveness and decision speed), and to explore the mediating role of top management team (TMT) members’ participation in decision making and the moderating role of TMT power distance. Design/methodology/approach Data were collected from a multisource, time-lagged survey of 103 CEOs and their corresponding TMT members in China. Structural equation modeling was used to test the hypothesized relationships. Findings The results indicated that CEO narcissism was negatively related to decision comprehensiveness and positively related to decision speed. These relationships were mediated by TMT members’ participation in decision making, especially when TMT power distance was high. Practical implications The results show the potential negative effects of CEOs’ narcissistic personality and suggest ways to attenuate it by increasing TMT participation and decreasing TMT power distance. Originality/value This study is an initial attempt to empirically examine how and under what conditions CEOs’ narcissism is a barrier to more comprehensive and more deliberate (slower) SDM.

Endorsing employee voice is one thing; implementation of endorsed ideas is another. Although organizational research has paid increasing attention to examining managers’ psychological endorsement of employee voice, the factors that can affect managers’ actual implementation of endorsed employee voice remain unclear. Drawing on the theory of planned behavior, we develop a conceptual model of managerial voice implementation and conceptualize it as a manager’s planned behavior that is affected by the manager’s motivation, felt obligation, and perceived control in relation to implementation. We further apply social network approaches to explain how social network characteristics across multiple levels in the team (i.e. dyadic ties, network centrality, and network closure) can facilitate the manager’s psychological impetus for voice implementation – transforming endorsed voice into managerial practices in the workplace. Finally, we discuss the theoretical and practical implications of this manager-centric and social network-based framework of managerial voice implementation.

Abstract. The literature shows that task conflict plays an important role in the team operation process, but little is known about who exhibits greater creativity when in conflict, leading the team toward greater creativity. To enhance understanding of employee creativity, this study proposed that task conflict has a curvilinear relationship with employee creativity and that employees’ growth need strength moderates the relationship. A cross-level investigation of employee creativity within 59 groups of employees from multiple Chinese companies was conducted. The results showed that task conflict has an inverted U-shaped relationship with employee creativity. Growth need strength was found to have a moderating effect on the relation between task conflict and employee creativity. Theoretical and practical implications were discussed.

Abstract. This study uses implicit voice theory to examine the influence of employees’ critical thinking and leaders’ inspirational motivation on employees’ voice behavior via voice efficacy. The results of a pretest of 302 employees using critical thinking questionnaires and a field study of 273 dyads of supervisors and their subordinates revealed that both employees’ critical thinking and leaders’ inspirational motivation had a positive effect on employees’ voice and that voice efficacy mediates the relationships among employees’ critical thinking, leaders’ inspirational motivation, and employees’ voice. Implications for research and practice are discussed.

PurposeThe purpose of this paper is to explore the dimensionality of intragroup conflict and to develop an instrument with acceptable psychometric properties for the comprehensive measurement of conflict.Design/methodology/approachThis paper strictly follows the standard scale-developing method: first, establish theoretical dimensions of intragroup conflict; then, develop the initial scale through in-depth interviews and coding schemes; third, revise and verify the scale through exploratory factor analysis and confirmatory factor analysis; and, finally, examine the predictive validity of the new intragroup conflict scale.FindingsThis study identifies four dimensions of intragroup conflict – cognitive conflict, affective conflict, behavioral conflict, and interest-based conflict – and provides evidence of construct validity for a new measure. The results show that cognitive and interest-based conflict affect group innovation performance positively, whereas affective and behavioral conflict affects it negatively.Originality/valueThis study first detects interest-based conflict as a new dimension and explores a more comprehensive scale (ABCI) that reflects all the connotations of conflict, which deepens the understanding of intragroup conflict, laying a solid foundation for empirical studies of conflict.

Drawing on the component model of creativity, we test the processes through which leader critical thinking might influence team creativity and the boundary conditions. We argue that two team proces...

We investigated how an individual's perception of interactional injustice interacts with a target's position power in determining that individual's decision to use hard influence tactics, and if this choice is influenced by the cultural factor of power distance. Our hypothesis was that China's high-power-distance culture, in which a target is in a position in which he or she possesses a high degree of power, would deter mistreated individuals from using hard influence tactics as retaliation, whereas in the USA, where high power distance is less common, positional power would not have this effect. Participants were 415 and 311 managers, respectively, in China and the USA. Our results supported the hypotheses, suggesting that the cultural factor of power distance is a deciding factor in people's consideration of whether or not to use hard influence tactics in reaction to the mistreatment from targets who hold a high degree of position power.

The present study examines whether and why leaders’ transparent behavior influences employee creativity. Field survey data from 51 teams and 199 employees in a large IT company located in China showed that both psychological safety and ability to focus attention mediated the positive relationship between leaders’ transparent behavior and employee creativity. Furthermore, leaders’ transparent behavior was found to be positively related to employee psychological safety, which in turn affected employee ability to focus attention and creativity. Finally, theoretical and practical implications were discussed.

Purpose The purpose of this paper is to investigate the forces driving organizational innovation, particularly CEO transformational leadership as it affects external and internal social capital in top management teams. Design/methodology/approach Survey questionnaires were administered to 90 Chinese top management teams. Structural equation modeling was used to test the hypothesized relationships. Findings Both internal and external social capital mediated the relationship between transformational leadership and organizational innovation. Practical implications Organizations should strengthen internal and external capital of top management teams to reap maximal innovation outcomes from transformational leadership. Originality/value The findings contribute to the transformational leadership, social capital, and innovation literature first by showing how leadership influences innovation through largely neglected mechanisms – internal and external social capital. Second, a social capital focus challenges the tacit assumption that transformational leadership has only internal influences by showing that it potentially spills over to the external domain.

Based on the social identity theory, this study examined the relationship between paradoxical leadership and employees’ service performance in the hospitality industry. Data were collected from a multisource, time-lagged survey of 72 leaders and 556 employees in eight full-service hotels in China. Using hierarchical linear modeling, paradoxical leadership was found to be positively related to employees’ leader identification, which consequently enhanced their service performance. Furthermore, the level of an employee’s need for cognitive closure moderated the relationship between paradoxical leadership and leader identification such that paradoxical leadership exerted a stronger positive influence on leader identification for those employees with a lower need for cognitive closure. These findings have implications for both paradoxical leadership and hospitality management practices.

Although many researches recognize the role of team expertise diversity in providing different ideas, it remains unclear how and under which conditions these various ideas are elaborated and integrated to fuel team innovation. To address this question, we develop a model theorizing that paradoxical leadership helps diverse teams overcome the differentiating-integrating paradox to promote innovation. Moreover, we further theorize that paradoxical leadership will cultivate perspective taking among team members. Analyses of the multi-time and multi-source data from 98 teams suggest that teams with expertise diversity exhibit better innovative performance when paradoxical leadership is prevalent. Furthermore, team perspective taking mediates the positive moderating effects of paradoxical leadership on the relationship between expertise diversity and innovative performance. Through these analyses, this study not only addresses the innovation paradox of expertise diverse teams from the perspective of leader influence, but also enriches the understanding of the effects of paradoxical leadership.

Although substantial knowledge regarding the antecedents and outcomes of leader–member exchange (LMX) differentiation has been accumulated, numerous questions related to this topic remain underexplored. To enhance the understanding of LMX differentiation and team-focused outcomes, this study proposed that LMX differentiation has a curvilinear relationship with team creativity and that team LMX quality (represented by the LMX median in this study) moderates the association between these two variables. An investigation based on 59 teams from multiple Chinese companies was conducted. The results indicated that LMX differentiation has an inverted U-shaped relationship with team creativity, and LMX median moderates the inverted U-shaped relationship. Specifically, for teams with a low LMX median, the curvilinear relationship is stronger, whereas for teams with a high LMX median, the slope of the curve becomes nearly flat, thus losing the inverted-U effect. Theoretical and practical implications are discussed, and directions for future research are outlined.

In this article, we propose that types of CEO paternalistic leadership will affect the effectiveness of top management team (TMT) decisions, and that team conflict will play a mediating role in the relationship between CEO paternalistic leadership and decision effectiveness in the Chinese context. Data collected from 108 TMTs in China suggest that dimensions of paternalistic leadership significantly affect decision effectiveness: benevolent and moral leadership positively affect TMT decision effectiveness, but authoritarian leadership has negative effects on TMT decision effectiveness. In addition, cognitive and affective team conflicts partially mediate the links between paternalistic leadership types and decision effectiveness. The results suggest that CEO paternalistic leadership approaches and conflict modes significantly determine TMT decision effectiveness.

We examined the contingent value of individuals' critical thinking on their creativity at work by focusing on the generation of, process of, and solutions found, in developing novel and useful ideas. To extend previous research emphasizing individual characteristics, such as personality traits, we focused on the value of individuals' critical thinking and its impact on creativity. In the pretest, 442 employees completed a critical thinking questionnaire and then, in a field study, 211 dyads of managers and their subordinates completed the validated questionnaire. Results revealed a positive relationship between critical thinking and employee creativity, and creative process engagement completely mediated this relationship. Further, leader–member exchange was found to weaken the relationship between critical thinking and creative process engagement. Implications of the study for practice are discussed.

Purpose – The purpose of this paper is to examine a Chinese indigenous concept of organizational ownership behavior (OOB) as an aspect of employee suzhi in relation to organizational citizenship behavior (OCB) in the Western context. Design/methodology/approach – A content analysis based on a review of related research in Western mainstream and Chinese domestic literature is conducted. Findings – Suzhi at the organizational level can be linked to the construct of OCB. In Chinese organizations, a relevant concept to OCB can be better understood as OOB to capture the sociopolitical and cultural context unique to Chinese organizations. The dimensional structure of OOB is presented to differentiate it from OCB which is popular in the Western context. Research limitations/implications – The identified construct of OOB offers important implications for indigenous Chinese management research and human resources management (HRM) practice. OOB, based on Chinese management practice, can better conform to China’s unique historical and cultural context and management practices. This concept varies distinctively from Western OCB in terms of its connotation and dimensions. Originality/value – The concept of OOB as an indigenous employee organizational behavior in the Chinese context is conceptualized. The paper differentiates the OOB construct from OCB and presents an initial set of six dimensions of OOB for future research.

This study investigates the impact of perceived learning culture, leader–member exchange (LMX) quality, job autonomy, and proactivity on employee creativity for knowledge workers in five Korean firms. Overall, the four predictors and control variables explained 57% of the variance in self-rated creativity and 14% of the variance in manager-rated employee creativity. Whereas proactivity was a stronger antecedent for self-rated employee creativity than the contextual factors, the contextual factors (i.e., learning culture, LMX quality, and job autonomy) explained manager-rated creativity better than proactivity did. The relationship between self-rated and manager-rated employee creativity was positive and significant, but modest (r = .24). Owing to the so-called initiative paradox, proactive employees who believe themselves to be more creative may not always be welcome by their managers in the Korean cultural context that is characterized as collectivistic, high in power distance, and high in uncertainty av...

As more millennial employees, who have been labelled as ‘post-1980s’ and ‘post-1990s’, enter adult life and become an increasing dominant share of the workforce, their values, perspectives, attitud...

Drawing on the research of “innovation ambidexterity,” this study elaborates the complementary effects between team cognitive compositions and leader management control to reconcile the creation–im...

Based on the leader trait process model, this study explored the impact of CEO narcissism on strategic decision-making quality, specifically, decision comprehensiveness and decision speed. Results ...

This study simultaneously examined the two mechanisms (i.e. spillover and crossover effects) that link work-to-family conflict and life satisfaction among Chinese married couples. Data were collected from a sample of 123 Chinese managers and their spouses. Work-to-family conflict was measured from two sources: self-reported ratings and spouse-reported ratings. The results provided support for the suggested direct spillover mechanism for both husbands and wives: work-to-family conflict to life satisfaction. In addition, we found that work-to-family conflict crossed over to life satisfaction from wives to husbands but not from husbands to wives. Practical implications and future research directions are discussed.

Our goal in this paper was to explore the structure and mechanism of organizational cultural identification. Based on a grounded theory method we interviewed 52 Chinese managers, and 4 dimensions of cultural identification were extracted from the data we gathered. We then developed the Organizational Cultural Identification Scale (OCIS) and pretested this measure with 117 employees. We conducted a field study with 480 employees of 8 Chinese enterprises, testing a 2-hierarchy structure of organizational cultural identification. Using hierarchical regression and structural equation model (SEM) methods, we found that organizational cultural identification had a positive impact on organizational commitment, and a negative impact on turnover intention. The results demonstrated adequate psychometric properties for the OCIS scale measuring organizational cultural identification.

A focus on creativity has increased in the last two decades due to the turbulent changes in the business environment, the fierce competition in the global market, and the knowledge-based economy that has made jobs more complex and mobile. This article discusses the history and transition of creativity research based on three perspectives of creativity: personal characteristics, contextual perspectives, and integrative perspectives. This article also reviews the extant empirical studies that have been published from 2001 to 2012. Furthermore, to stimulate more rigorous creativity research in human resource development (HRD), this article provides a conceptual framework integrating personal factors and contextual factors such as organizational, social/group, and job contexts. Finally, theoretical implications and recommendations for future creativity research in HRD are discussed.

This article posits that management theories and practices in the P. R. China have been influenced by three cultural forces: Confucianism, socialism, and capitalism. It explores the impact of the three ideological systems, cultural values, and beliefs on managerial philosophies and practices. It is suggested that contemporary organizational behavior and management practice in the P. R. China tend to reflect ideologies of three cultural forces.

Many scholars have suggested that both total quality management (TQM) and organizational learning can individually and effectively promote innovation. However, the question remains as to whether a relationship exists between TQM and organizational learning. This study has three main goals: (1) to determine the relationships between TQM, organizational learning, and innovation performance; (2) to determine if organizational learning fosters innovation performance and plays a mediating role between TQM and innovation performance, and (3) to test a proposed model explaining the relationships among TQM, organizational learning, and innovation performance through empirical examination. Using a self-administered survey to sample Taiwanese high-tech industry companies, this study examines four hypotheses and tests the proposed model. The principal findings of this study are as follows; (1) SEM analysis shows that the TQM-organizational learning-innovation performance model has goodness-of-fit, (2) TQM has significant and positive effects on organizational learning, and (3) TQM and organizational learning have both significant and positive effects on innovation performance.

Empirical evidence has accumulated showing that managerial coaching behavior has important effects on subordinatesi¯ work attitudes. However, knowledge of how such behavior impacts supervisors who ...

Based on upper echelon theory and social identity theory of leadership, the current research examined how and under what condition CEO workaholism influenced organizational performance. Specificall...

Based on the theory of i°person‒environment (P-E) complementary fit,i± this study develops a complementary perspective that emphasizes the need for the integration of divergence and convergence in ...

Although there is much emphasis on the importance of process alignment, organizational learning culture, and dynamic capability, little attention has been paid to their interactions and joint effects on performance. While the concept of dynamic capability has received increasing attention and numerous conceptual frameworks and propositions have been suggested, few empirical studies have been conducted to examine its antecedents and outcomes. Some maintain that dynamic capability is created via organizational learning. Others contend that dynamic capability is resident in organizational processes. This empirical study utilizes a survey data from a Taiwan high-tech industry to test an integrative model of dynamic capability. The results of this study demonstrated that although organizational learning culture significantly affected performance, its influence was mediated by dynamic capability. Furthermore, this study provides supporting evidence for the hypothesis that process alignment influences performance directly and indirectly through dynamic capabilities.

article i nfo Practices of knowledge management are context-specific and they can influence organizational effectiveness. This study examines the possible mediating role of knowledge management in the relationship between organizational culture, structure, strategy, and organizational effectiveness. A survey was conducted of 301 organizations. The results suggest that knowledge management fully mediates the impact of organizational culture on organizational effectiveness, and partially mediates the impact of organizational structure and strategy on organizational effectiveness. The findings carry theoretical implications for knowledge management literature as they extend the scope of research on knowledge management from examining a set of independent management practices to examining a system-wide mechanism that connects internal resources and competitive advantage.

Purpose – The purpose of this paper is to examine the uniqueness of management development in China during 1990 and 2010 as represented by the MBA education, and to explore its successes and challenges in the Chinese transitioning context. Design/methodology/approach – The authors adopted an approach that integrated content analysis of literature, historical data and interviews. Findings – It was found that successful practices such as the National MBA Education Supervisory Committee, the top-down approach by the government, the emphasis on international collaborations and faculty development, national MBA entrance examinations, and other related measures have maintained the MBA education system on its current development course, while challenges from the ever-changing context, the balance between internationalization and localization, curriculum design with the Chinese characteristics will continue to shape the future of MBA education in China. Practical implications – Copying from others for management development in the initial stage may be feasible, but it is the localization that ensures flexibility and sustainability. Originality/value – There has been insufficient systematic assessment of MBA education in China. This paper examined MBA practices and challenges in the past two decades of development and offers policy implications for future program development.

Training is an important function of human resource management. However, prior research about the relation between culture and training mostly focuses on a particular region, uses a few single case studies or examines only one or a few dimensions of culture at a time. We believe a more holistic and systematic approach is warranted. To address this need, we provide a theoretical framework which proposes that cultural factors affect training effectiveness via (1) contents and methods, (2) selection of trainers, and (3) learners' motivation, valence and learning style. In the context of cross-cultural training, we also reason that the congruence between parent and host culture influences training process and effectiveness. Implications for practice and future research are discussed.

This paper explores the information perception channels of organizational identification (OID) in the context of Chinese traditional culture. Drawing on the grounded theory, the authors conducted a survey on employees in Shandong, Henan, Beijing, Guangzhou, Gansu, Jiangsu and Taiwan, and developed a five-factor scale for information perception channels of OID consisting of leader modeling, consideration for subordinates, external encouragement, rationalizing norms and rules, and behavioral consistency. Results of regression analysis show that all of these five factors have significant effects on employees’ OID, particularly the factors of external encouragement, behavioral consistency, and consideration for subordinates.

The problem and the solution. Based on a newly developed holistic theory of knowledge and learning, this article critically evaluates selected models of knowledge management (KM) and proposes a holistic KM model. Most existing KM models tend to narrowly define knowledge from conceptual and perceptual perspectives and fail to recognize affectual knowledge such as values and visions. Furthermore, most models view KM as a linear or cyclical process and thus fail to identify the multidimensional nature of the knowledge dynamics between individuals and organizations. Implications of the holistic model for human resource development are discussed.

This article proposes a theoretical framework for elucidating how organizational culture evolves as an organization goes through its life cycle. This framework reveals that as the organization goes through its life stages of start-up, growth, maturity, and revival, organizational culture evolves through corresponding mechanisms of inspiration, implantation, negotiation, and transformation. This framework contributes to the literature on the dynamic view of culture. This article suggests that human resource development professionals need to be perceptive of the life stages of their organizations and intentionally leverage different cultural mechanisms to respond to critical organizational needs.

As a developing and most populous nation in the world, the People's Republic of China (P.R. China) faces unique challenges and opportunities in developing its tremendous human resources. Since its policy of ‘reform and open-door’ was initiated in the late 1970s, China has moved steadily towards establishing a nationwide policy of developing human capital and adopting practical measures of implementation. The paper identifies key themes of developing human capital at different levels: in government, business and families. The paper also discusses unique historical, social, political and cultural influences on the determination of such national policies and strategies. Different approaches to developing human capital are discussed for different sectors: state-owned enterprises (SOEs) and private-owned business.

This empirical study, using Western concepts incorporated into the Dimension of Learning Organization Questionnaire (DLOQ) instrument and data collected from 919 employees in nine companies located in Guangdong Province, China, explored organizational learning culture in Chinese business settings. Findings suggest that the DLOQ is applicable to the Chinese context, and demographic variables, such as age and educational level, and the type of ownership of Chinese companies (state-owned enterprises and privately owned enterprises), show differences in organizational learning culture. Discussions and implications are provided.

When considering organization strategy-making and execution from a learning perspective, the role of conversation and engagement is of critical importance, yet little research has been conducted in this area. Recent publications have suggested an increasing role for conversation and dialogue in strategic planning processes. The present study provides initial validity and reliability scores of an instrument for measuring individual conversation quality and engagement skills in a strategic planning context. Participants were managers (n = 204) from four organizations. Results indicate an instrument with highly accurate and consistent measurement scores. Implications for practice and future research are briefly discussed.

The problem and the solution. Confucian philosophy has dominated Chinese society for more than 2,000 years, and it has had a strong influence in many Asian countries. This philosophy has a unique view of teaching and learning. This article identifies Confucian values and beliefs in relation to teaching and learning. Implications for developing human resources in China are discussed.