Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Longitudinal study is a research method that introduces time-lag to explore changing trends of variables and causality between variables. In organizational behavior (OB) research, scholars have become increasingly interested in longitudinal study. While the number of OB research adopting this method is rising, a comprehensive and correct understanding is not available so far in China. Longitudinal study can be categorized according to the time-lag, different types correspond to different sample size, survey and statistical analysis methods. Further research could be extended on the team and leadership, organizational culture and change, and employee motivation. Future research should pay more attention to the achievement of cross-culture design.
Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： The method of meta-analysis was utilized to analyze the influence of demographic characteristics on public service motivation (PSM). 138 documents and 492 independent samples (N = 1078442) in total meet the criteria of meta-Analysis. Results showed that gender, age, education, organizational tenure, job tenure, position level and income were correlated with PSM positively. However, the linkages between demographic characteristics and PSM varies with dimensions of PSM, and there is no obvious correlation between marital status and PSM. In addition, the relationships between some demographic characteristics and PSM are moderated by PSM measurements, waves of data collection and cultural backgrounds. The results provided not only accurate estimates for how PSM is affected by demographic characteristics, but also insights for future research of PSM and management of public employees.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： As a paradigm of local research, paternalistic leadership has gradually been popular in the field of Organizational Behavior. Paternalistic leadership is a leadership style that expresses absolute authority, elder's care, and moral role model in the context of humanism. As a core element in organizational context, employee performance is crucial for organizations, leaders, and employees, etc. However, the conclusion of the relationship between paternalistic leadership and employee performance is still controversial, as existing meta-analyses focus on the relationship between this relationship, but relatively ignore the important impact of cultural on the results; besides, most scholars have analyzed the authoritarian, benevolent, and moral dimensions of paternalistic leadership independently or parallelly, failing comprehensively consider the relationship between the three dimensions to conduct research on employee performance; in addition, the effectiveness of leadership style is the result of the joint action of leaders and employees, and previous studies have relatively ignored the moderating effects of gender and age characteristics on employee performance in China. Based on this, this study used meta-analysis and meta-analytic criterion profile analysis to explore the relationship between paternalistic leadership and employee performance in the Chinese context. Through a comprehensive search and screening of the Chinese and English literature on the relationship between paternalistic leadership and performance (including task performance, organizational citizenship behavior, and counterproductive performance) conducted in the Chinese context, a total of 139 studies with 400 effect values were included (N = 44605). Our research contained three steps. In the first step, the main effects of authoritarian leadership, benevolent leadership and moral leadership on employees are estimated, including task performance, organizational behavior, and counterproductive performance with the Hunter-Schmidt meta-analytic method. Thereafter, we identify the paternalistic leadership profile when it is best related to employee performance through multiple regression and determine which profile of paternalistic leadership has the strongest predictive power for task performance, organizational citizenship behavior, and counterproductive performance respectively with the meta-criterion profile. Thirdly, we also tested whether employee's characteristics of gender and age played a moderating role in those relationships. The results of the meta-analysis found that (1) Benevolent leadership and Moral leadership have strong positive correlations with both task performance and organizational citizenship behavior, and strong negative correlations with counterproductive behavior. In contrast, Authoritarian leadership has a significant negative correlation with task performance and organizational citizenship behavior, and a significant positive correlation with counterproductive behavior. (2) Low authoritative leadership profile (high level of benevolent and moral leadership) has the strongest predictive power for task performance and organizational citizenship behavior, and high authoritative leadership profile (low level of benevolent and moral leadership) has the strongest predictive power for counterproductive behavior. (3) ?Moderator analyses revealed that average age produces a meaningful impact on the relationships between authoritarian leadership and organizational citizenship behavior and counterproductive performance, the strength of the relationship between moral leadership and task performance. Moreover,the moderating effect of gender on the relationship between paternalistic leadership and performance is not significant. The findings firstly revealed the "truth" about the relationship between paternalistic leadership and employee performance in the Chinese context, which guide the direction of subsequent leadership research; Secondly, the relationship between the profile of the three-dimensions combination of paternalistic leadership and employee performance is explored from the perspective of person-centered, and the conclusion is more accurate and effective; Finally, the boundary conditions between paternalistic leadership and employee performance are clarified from the perspective of employee demographic characteristics. Further, this research has implications for management practice. On the one hand, leaders should adjust the combination of paternalistic leadership styles in time according to the environment to promote the optimal performance of subordinates; On the other hand, leaders should treat employees of different genders equally and adjust their leadership styles according to the needs of employees of different ages.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Family supportive supervisor behavior (FSSB) has important impacts on employees’ performance, behavior, and well-being. However, FSSB's incremental predictive effects and its mechanisms have not received enough attention in the literature. Conservation of resources theory, social exchange theory, and affective event theory all can provide distinctive theoretical arguments, while meta-analysis offers a methodological tool to analyze these two issues. We thus conducted a meta-analysis to investigate the incremental predictive effects of FSSB on employees' task performance, innovative behavior, and life satisfaction as well as mechanisms inherently embedded in those three theoretical perspectives.In this study, we used four methods to search and screen studies about FSSB. Following these steps, 164 qualified articles were included. These articles comprise 204 independent studies and 340 effect sizes, with a total sample size of 91145. Based on these studies, we conducted publication bias analysis, main effect analysis, relative weight analysis, incremental validity analysis, and meta-analytic structural equation modeling (MASEM). Specifically, we first used Begg's intercept, Egger’s regression, and fail-safe number to test publication bias. Second, Hunter and Schmidt’s method was used to analyze the main effects of FSSB. Third, we conducted relative weight analysis and incremental validity analysis to examine the relative validity of FSSB. Finally, MASEM was conducted. Publication bias analysis suggested that the meta-analytic relationships examined are robust to publication bias. FSSB was positively correlated with employees' task performance, innovative behavior, and life satisfaction, according to the main effect analysis. In terms of relative validity, we discovered that FSSB significantly predicted employees' task performance, innovative behavior, and life satisfaction, even after controlling for the effects of general supportive supervisor behavior (GSSB). The result of MASEM showed that: work-to-family conflict functioned as a mediator linking FSSB with task performance and life satisfaction. The indirect effects were 0.03 and 0.07, with 95% Monte Carlo confidence intervals (C.I.) [0.02, 0.04] and [0.06, 0.09], respectively. LMX mediated the relationships linking FSSB with task performance, innovative behavior, and life satisfaction. The indirect effects were 0.16, 0.11, and 0.27, with 95% Monte Carlo C.I. [0.13, 0.18], [0.09, 0.14], and [0.24, 0.30], respectively. Affective commitment played a positive mediating role in the relationships linking FSSB with task performance and innovative behavior. The indirect effects were 0.04 and 0.16, with 95% Monte Carlo C.I. [0.02, 0.05] and [0.14, 0.18], respectively. Our meta-analytic findings demonstrated that FSSB was more strongly associated with task performance, innovative behavior, and life satisfaction than GSSB. In addition, we compared three distinct pathways by which FSSB influenced the above three outcomes, including work-to-family conflict, LMX, and affective commitment. Specifically, FSSB significantly predicted task performance via all of these three mediators. The association between FSSB and innovative behavior was mediated by LMX and affective commitment. Work-to-family conflict and LMX served as mediators in the link between FSSB and life satisfaction. These findings not only deepen our understanding of the construct validity and influence mechanisms of FSSB, but also produce meaningful practical implications for leaders regarding how to lead in more effective ways to facilitate better employee outcomes.
Subjects: Psychology >> Management Psychology submitted time 2021-04-20
Abstract： Meta-analysis and meta-analytic criterion profile analysis were used to explore the impact of paternalistic leadership on employee performance. Based on 139 studies with 400 effect values (N = 44605) from China, we found that (1) Benevolent leadership and Moral leadership have strong positive correlations with both task performance and organizational citizenship behavior, and strong negative correlations with counterproductive behavior. In contrast, Authoritarian leadership has a significant negative correlation with task performance and organizational citizenship behavior, and a significant positive correlation with counterproductive behavior. (2) Low authoritative leadership profile (high level of benevolent and moral leadership) has the strongest predictive power for task performance and organizational citizenship behavior, and high authoritative leadership profile (low level of benevolent and moral leadership) has the strongest predictive power for counterproductive behavior. (3) Moderator analyses revealed that age produces a meaningful impact on the relationships between some dimensions of paternalistic leadership and performance, and the moderating effect of gender is not significant. The findings revealed the "truth" about the relationship between paternalistic leadership and employee performance in the Chinese context.
Peer Review Status:
Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2020-07-29
Abstract： "
Peer Review Status:Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2019-05-16
Abstract： This article fills the void in leadership and engagement literature through conducting a quantitative review to explore the disparities among relationships between different leadership styles and engagement. Based on a meta-analysis of 148 cases and 162 independent effect sizes (N = 84836). we found positive associations between various leadership styles and engagement, and the results of relative weights analysis suggest that engagement was decrementally predicted by empowering leadership, ethical leadership, transformational leadership, leader-member exchange, authentic leadership, transactional leadership, servant leadership and paternalistic leadership. Moderator analyses revealed that the particular engagement scale, design of research and cultural background all produce meaningful influences on the relationships in the meta-analysis. "
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