Xin-an Zhang

Linking Transformational Leadership and Team Performance: A Conflict Management Approach

This study develops a model in which transformational leadership affects team coordination and performance through the conflict management approaches adopted by team members. Data were collected from three different sources in a lagged design from 108 teams in a large enterprise in China. Results support the reasoning that transformational leadership promotes team coordination and thereby team performance by encouraging teams to adopt a cooperative, as opposed to competitive, approach to conflict management. These results suggest that transformational leadership may help team members manage conflicts for their mutual benefit. This is an important mechanism through which transformational leadership enhances team coordination and, in turn, achieves higher team performance.

Getting Everyone on Board The Effect of Differentiated Transformational Leadership by CEOs on Top Management Team Effectiveness and Leader-Rated Firm Performance

Drawing on the principles of upper echelons theory and team leadership research and using 101 subsidiary top management teams (TMTs), our study revealed that subsidiary CEO transformational leadership that was focused evenly on every TMT member increased team effectiveness and firm performance, whereas leadership that differentiated among individual members decreased both outcomes. By differentiating the amount of individual consideration and intellectual stimulation across TMT members, CEOs unintentionally disrupted the team’s dynamics (team potency), ultimately reducing team effectiveness and subsidiary firm performance ratings. Furthermore, CEO gender and moral inconsistency across executives served as moderators of the detrimental effects of differentiated leadership on the outcomes. The negative effect of differentiated leadership behavior was stronger among female CEOs and those who failed to consistently exhibit moral behaviors that might justify differentiation in transformational leadership.

Consciousness of Social Face: The Development and Validation of a Scale Measuring Desire to Gain Face Versus Fear of Losing Face

ABSTRACT This article describes the development and validation of a scale that measures two distinct needs for individuals to manage their social “face”. Scale development process resulted in an 11-item Consciousness of Social Face (CSF) scale made up of the following two correlated dimensions: desire to gain face and fear of losing face. The two-factor correlated structure of CSF scale was stable across multiple samples of both students and non-students subjects. The construct validity of CSF scale, including convergent validity, discriminant validity, and criterion-related validity was also demonstrated by examining relationships with other personality or demographical variables.

Extraverts Engage in More Interpersonal Citizenship When Motivated to Impression Manage Getting Along to Get Ahead

Extraversion has exhibited inconsistent relationships with employees’ interpersonal citizenship. Across three studies, we integrate literature on personality with impression management and socioanalytic theories to propose that employees’ impression management motives act as a contingency, strengthening the relationship between extraversion and interpersonal citizenship. First, in Studies 1 and 2, across two settings (field and university) and two designs (nonexperimental and experimental), we confirm that extraverted individuals engage in citizenship to a greater extent when they are also either predisposed (Study 1) or cued (Study 2) to manage others’ impressions. In Study 3, we extend these findings by using a conditional mediation process model to develop and test the hypothesis that an individual’s strategy to get along serves as an explanatory mechanism to the interactive effect of extraversion and impression management motives on interpersonal citizenship. Overall, our results suggest that the prediction of interpersonal citizenship can be improved when considering the conjoint influence of employees’ extraversion and impression management motives.

Achieving more with less: Extra milers' behavioral influences in teams

Teams are composed of individual members who collectively contribute to team success. As a result, contemporary team research tends to focus on how team overall properties (e.g., the average of team personality and behavior) affect team processes and effectiveness while overlooking the potential unique influences of specific members on team outcomes. Drawing on minority influence theory (Grant & Patil, 2012), we extend previous teams research by demonstrating that an extra miler (i.e., a team member exhibiting the highest frequency of extra-role behaviors in a team) can influence team processes and, ultimately, team effectiveness beyond the influences of all the other members. Specifically, based on a field study, we report that the extra milers behavioral influences (i.e., helping and voice) on team monitoring and backup processes and team effectiveness are contingent on his or her network position in the team, such that the member tends to have stronger influence on team outcomes when he or she is in a central position. We also find that even a single extra miler in a vital position plays a more important role in driving team processes and outcomes than do all the other members. Therefore, our research offers an important contribution to the team literature by demonstrating the disproportionate influences of specific team members on team overall outcomes.

Identity leadership going global : validation of the Identity Leadership Inventory (ILI) across 20 Countries.

Recent theorizing applying the social identity approach to leadership proposes a four‐dimensional model of identity leadership that centres on leaders’ management of a shared sense of ‘we’ and ‘us’. This research validates a scale assessing this model – the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. The ILI was translated (using back‐translation methods) into 13 different languages (available in the Appendix S1) and used along with measures of other leadership constructs (i.e., leader–member exchange [LMX], transformational leadership, and authentic leadership) as well as employee attitudes and (self‐reported) behaviours – namely identification, trust in the leader, job satisfaction, innovative work behaviour, organizational citizenship behaviour, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of the ILI across countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work‐related attitudes and behaviours above and beyond other leadership constructs. Finally, we also validate a short form of the ILI, noting that is likely to have particular utility in applied contexts.

Employee conscientiousness, agreeableness, and supervisor justice rule compliance: A three-study investigation.

Researchers have paid limited attention to what makes organizational authority figures decide to treat their employees either justly or unjustly. Drawing from the actor-focused model of justice, as well as the stereotype content model, we argue that employee conscientiousness and agreeableness can impact the extent to which supervisors adhere to normative rules for distributive, procedural, informational, and interpersonal justice, as a result of supervisors’ evaluations of their employees’ effort and their liking of the employees. Supervisory compliance with justice rules may, in turn, impact the extent to which employees judge themselves to be treated either justly or unjustly. We tested these possibilities in 3 studies. In Study 1, we utilized a meta-analysis to demonstrate positive relationships between employees’ conscientiousness, agreeableness, and their justice perceptions. In Study 2, we conducted 3 experiments to test the causal relationship between employee personality and supervisor intentions to comply with justice rules. In Study 3, we conducted an employee–supervisor dyadic field survey to examine the entire mediation model. Results are discussed in terms of the potential roles that both employees and supervisors may play in shaping employees’ justice perceptions.