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1 – 10 of 19
Article
Publication date: 23 January 2020

Zhuolin She, Quan Li, Manuel London, Baiyin Yang and Bin Yang

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…

1737

Abstract

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.

Details

Journal of Managerial Psychology, vol. 35 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 16 August 2021

Mengxi Yang, Wansi Chen, Qingyu Zhou, Baiyin Yang and Cheng Xu

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…

Abstract

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.

Details

Nankai Business Review International, vol. 13 no. 1
Type: Research Article
ISSN: 2040-8749

Keywords

Article
Publication date: 9 October 2017

Lin Ma, Baiyin Yang, Xueli Wang and Yan Li

The purpose of this paper is to explore the dimensionality of intragroup conflict and to develop an instrument with acceptable psychometric properties for the comprehensive…

2118

Abstract

Purpose

The 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/approach

This 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.

Findings

This 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/value

This 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.

Details

International Journal of Conflict Management, vol. 28 no. 5
Type: Research Article
ISSN: 1044-4068

Keywords

Open Access
Article
Publication date: 5 September 2016

Lu Chen, Wei Zheng, Baiyin Yang and Shuaijiao Bai

The purpose of this paper is to investigate the forces driving organizational innovation, particularly CEO transformational leadership as it affects external and internal social…

18535

Abstract

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.

Details

Leadership & Organization Development Journal, vol. 37 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 30 December 2020

Sohee Park, Gary N. McLean and Baiyin Yang

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…

2583

Abstract

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.

Details

European Journal of Training and Development, vol. 45 no. 8/9
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 1 February 2006

Bella Ya‐Hui Lien, Richard Yu‐Yuan Hung, Baiyin Yang and Mingfei Li

This study aims to investigate the psychometric characteristics of a Chinese version of the Dimensions of Learning Organization Questionnaire (DLOQ©).

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Abstract

Purpose

This study aims to investigate the psychometric characteristics of a Chinese version of the Dimensions of Learning Organization Questionnaire (DLOQ©).

Design/methodology/approach

The DLOQ©, developed by Watkins and Marsick in 1997, assessed the characteristics of a learning organization. This study employed a survey validate utility of the DLOQ© for the Taiwanese context.

Findings

Psychometric analyses revealed that the Chinese DLOQ© has reasonable reliability, and that the seven‐dimensional factor structure was appropriate for the Taiwanese context. Study results also revealed that the seven dimensions of a learning organization can classify different organization types successfully and demonstrate a statistically significant correlation between organization type and perceptual measures of organizational performance.

Research limitations/ implications

This study has implications for both research and practice in HRD. It offers preliminary evidence of reliability and validity for the Chinese DLOQ©. The positive evidence supporting the psychometric properties of the Chinese DLOQ© indicates the potential for particular cross‐cultural applications. Experimental results also suggest that the Chinese DLOQ© can be utilized to determine cultural differences in building a learning organization. Further studies are required to investigate the relationships between the concept of a learning organization and its antecedent and outcomes variables, such as organizational structure, culture, and performance.

Originality/value

This study confirms that the validity of applying the seven dimensions as determinants of a learning organization in the Taiwanese context and, in particular, supports the cross‐validity of the DLOQ© in this context. This study also offers practical help to understand the concept of organizational learning and developing learning organizations.

Details

International Journal of Manpower, vol. 27 no. 2
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 7 October 2014

Baiyin Yang and Zhequn Mei

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…

Abstract

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.

Details

Journal of Chinese Human Resource Management, vol. 5 no. 2
Type: Research Article
ISSN: 2040-8005

Keywords

Article
Publication date: 1 February 2010

Xuefen Chen and Baiyin Yang

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…

Abstract

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.

Details

Journal of Chinese Human Resources Management, vol. 1 no. 2
Type: Research Article
ISSN: 2040-8005

Keywords

Article
Publication date: 7 March 2022

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

318

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Development of employees is critical to increasing firm competitiveness. Leaders can achieve desired outcomes with a focus on managerial coaching which deploys relevant skills to enhance personal learning and organizational commitment among employees.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Human Resource Management International Digest , vol. 30 no. 3
Type: Research Article
ISSN: 0967-0734

Keywords

Content available
Article
Publication date: 8 June 2012

Michael Kroth

103

Abstract

Details

International Journal of Mentoring and Coaching in Education, vol. 1 no. 3
Type: Research Article
ISSN: 2046-6854

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