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To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-6486.2009.00902.x Byline: Jixia Yang (1), Zhi-Xue Zhang (2), Anne S. Tsui (3) Abstract: abstract We investigated the relationship between middle managers' transformational leadership and the performance of frontline employees who are two levels below the middle managers. We identified two pathways through which this cross-level influence occurs and tested two moderators operating on these two pathways. The first pathway is a direct effect from middle managers to employees, bypassing the influence of employees' immediate supervisor (the bypass effect). We further hypothesized that the bypass effect is moderated by the employees' collectivistic value. The second pathway is a cascading of leadership behaviours from middle managers to first-line supervisors, whose transformational leadership then enhances employees' performance (the cascading effect). We further hypothesized that this cascading effect is moderated by the supervisors' power distance value. These hypotheses were tested with a sample of 491 frontline employees, 98 frontline supervisors, and 30 middle managers in three organizations in China. The three-level hierarchical linear modelling results supported the four hypotheses. Author Affiliation: (1)City University of Hong Kong; (2)Peking University; (3)Arizona State University Article note: Jixia Yang, College of Business, City University of Hong Kong, Tat Chee Avenue, Kowloon, Hong Kong (mgyang@cityu.edu.hk).

Taking an interactional perspective on creativity, the authors examined the influence of social networks and conformity value on employees' creativity. They theorized and found a curvilinear relationship between number of weak ties and creativity such that employees exhibited greater creativity when their number of weak ties was at intermediate levels rather than at lower or higher levels. In addition, employees' conformity value moderated the curvilinear relationship between number of weak ties and creativity such that employees exhibited greater creativity at intermediate levels of number of weak ties when conformity was low than when it was high. A proper match between personal values and network ties is critical for understanding creativity. Keywords: social networks, personal values, creativity DOI: 10.1037/a0016285

This research takes a functional perspective and examines the psychological processes underlying personal and collective culpability judgments in European Americans and Chinese in mainland China (Experiment 1), and in European Americans and Asian Americans (Experiment 2). Results indicate that when determining personal culpability for negative events, all three cultural groups consider behavioral causality. However, Chinese and Asian American participants tend to make more extreme collective culpability judgments than do European American participants. Furthermore, activating the goal of delegated deterrence strengthens Chinese and Asian American participants' collective culpability judgments only, whereas activating the goal of group harmony increases the strength of collective culpability in all three cultural groups. These findings suggest that collective culpability serves different functions in different cultural contexts. Keywords: culpability judgment; culture; collective responsibility

Teamwork and coordination of expertise among team members with different backgrounds are increasingly recognized as important for team effectiveness. Recently, researchers have examined how team members rely on transactive memory system (TMS; D. M. Wegner, 1987) to share their distributed knowledge and expertise. To establish the ecological validity and generality of TMS research findings, this study sampled 104 work teams from a variety of organizational settings in China and examined the relationships between team characteristics, TMS, and team performance. The results suggest that task interdependence, cooperative goal interdependence, and support for innovation are positively related to work teams' TMS and that TMS is related to team performance; moreover, structural equation analysis indicates that TMS mediates the team characteristics--performance links. Findings have implications both for team leaders to manage their work teams effectively and for team members to improve their team performance. Keywords: work team, transactive memory system, team characteristics, performance, team process

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning. [ABSTRACT FROM AUTHOR]

Teamwork is widely adopted in organisations. Although much evidence indicates that using person‐organisation (P‐O) fit as a selection criterion benefits individual employees, little is known about how this practice influences team functioning. Drawing on the input‐mediator‐outcome model and the research on value congruence, this study built and tested a model that links P‐O fit in recruitment to work teams' performance. Based on data collected from team members, team leaders, human resources managers, and chief executive officers in 96 firms, we found that P‐O fit in recruitment had a positive relationship with team performance and that intrateam trust mediated the relationship between P‐O fit in recruitment and team performance. Further, this mediated relationship existed only when the organisation had a weak, rather than strong, respect‐for‐people culture. This study contributes to the P‐O fit and team literature and has practical implications for human resources practices and team management. [ABSTRACT FROM AUTHOR]

This research examines the dynamics of consensus building in intracultural and intercultural negotiations achieved through the convergence of mental models between negotiators. Working from a dynamic constructivist view, according to which the effects of culture are socially and contextually contingent, we theorize and show in two studies of U.S. and Chinese negotiators that while consensus might be generally easier to achieve in intracultural negotiation settings than intercultural settings, the effects of culture depend on the epistemic and social motives of the parties. As hypothesized, we find that movement toward consensus (in the form of mental model convergence) is more likely among intracultural than intercultural negotiating dyads and that negotiators’ epistemic and social motives moderated these effects: need for closure inhibited consensus more for intercultural than intracultural dyads, while concern for face fostered consensus more for intercultural than intracultural dyads. Our theory and findings suggest that consensus building is not necessarily more challenging in cross-cultural negotiations but depends on the epistemic and social motivations of the individuals negotiating. [ABSTRACT FROM PUBLISHER]