讲座题目一：When small offenses have major negative consequences: Effects of rudeness on individuals and teams functioning
讲 座 人：Amir Erez
Dr. Amir Erez is the W. A. McGriff III Professor of Management at the Warrington College of Business at the University of Florida. He studies how positive moods and positive personality influence individuals through processes, motivation and work behaviors. He also investigates how negative work behaviors such as rudeness and disrespect affect individuals’ performance and cognition. Dr. Erez served as an editorial board member for Academy of Management Journal (2008-2013), Journal of Applied Psychology (2008-2014), Journal of Management (2009-2014), Journal of Business and Psychology (2009-2012), and Motivation and Emotion (1998-2015). He has published his research in scholarly journals including Journal of Applied Psychology, Journal of Personality and Social Psychology, Academy of Management Journal, Personnel Psychology, Journal of Organizational Behavior, Personality and Individual Differences, and Human Performance. His research has also received intensive media attention including New York Times, Time Magazine, and Daily Mail (UK).
Rude and disrespectful behaviors are very prevalent in organizations—and the situation is getting worse. One-fourth of employees polled in the US in 1998 said they were treated rudely once or more a week, by 2013 that number had risen to nearly half. But is rudeness a real problem? Can’t just people ignore rudeness or simply “get over it” and go about their daily tasks? For the past decade, along with multiple co-authors I have focused on learning more about some objective effects of rudeness. Overall, we found that rudeness directly affects cognition. Those who encounter rudeness cannot pay attention to information, don’t remember information, solve problems less well, and perform poorly on various tasks. In turn, in multiple studies we found that rudeness has devastating effects on individuals and groups performance. For example, in one study we found that relatively mild rude comments from an external source explained 47% of the variance in medical teams’ abilities to perform well tasks such as resuscitating, ventilating, treating shock, and ordering and mixing medications. In another study we found that exposure to rudeness caused both anesthesiology residents and medical students to be locked onto an erroneous first diagnosis. In another study we found that incidents of rudeness during surgeries had significant effect on adverse outcomes for patients. Overall, our studies show that many of these effects are immediate, devastating to individuals and teams performance, and they are not under the conscious control of individuals and therefore people cannot simply “get over it.” Thus, our findings suggest that rudeness can tarnish a culture and that it can take a toll on people and organizations in multiple ways.
讲座题目二： The role of necessary evils in leadership development
讲 座 人： Joyce Bono
Dr. Joyce E. Bono is the W. A. McGriff, III Professor of Management at the Warrington College of Business at the University of Florida. She is also the Director of University of Florida Leadership Lab. Her research interests include leadership, personality, motivation, job attitudes and emotions, the advancement of women leaders, and the effects of managers on employees’ quality of work life. She is the recipient of the Society for Industrial and Organizational Psychology’s Distinguished Early Career Contributions Award (2007) and her research has been recognized with the Academy of Management Human Resource Divisions’ Scholarly Achievement Award (2002), and with the Center for Creative Leadership-Leadership Quarterly Best Paper Award (2007). She served as an associate editor for Academy of Management Journal (2010-2013) and an editorial board member for Leadership Quarterly (2004-2009), Personnel Psychology (2007-2010), Journal of Management (2008-2009), and Journal of Applied Psychology (2008-2010). Dr. Bono has published over 15 research articles in top-tier journals including Academy of Management Journal, Journal of Applied Psychology, and Personnel Psychology.
This qualitative study examines the effects of engaging “necessary evils” on managers leadership development. Managers are often placed in situations where they are asked to “hurt” employees in order to achieve a business goal. The primary purpose of this research is to better understand how leaders develop in response to such situations. We interviewed 20 managers about situations where they had to do something to help the organization they believed was wrong. We also collected critical incidents from an additional 136 managers. Our analysis of the qualitative interviews revealed that managers made sense of these types of events (engaging in necessary evil) in four prototypical ways, each of which led to distinctly different ways of constructing the leadership role. This research sheds light on what and how managers learn from difficult experiences on the job.
讲座题目三：Improving the lives of leaders at work and at home: Benefits of positive leader self-reflection
讲 座 人： Klodiana Lanaj
Dr. Klodiana Lanaj is the Associate Professor and Walter J. Matherly Professor of Management at the Warrington College of Business at the University of Florida. Her research interests include leader emergence and leadership processes in teams, leader self-regulation, engagement, and wellbeing, and self-regulation and wellbeing at work and home. She is the recipient of the Society for Industrial and Organizational Psychology’s Distinguished Early Career Contributions Award (2018), Academy of Management Journal Best Reviewer Award (2017), Hough Faculty Research Fellowship from University of Florida (2015-2018), and Excellence Award for Assistant Professors from University of Florida (2016). She currently serves as an editorial board member for Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and Personnel Psychology. Dr. Lanaj has published over 10 research articles within the past five years in top-tier journals including Academy of Management Journal, Journal of Applied Psychology, Personnel Psychology, Organizational Behavior and Human Decision Processes.
Leader identity theory posits that in addition to being positional, leadership is also a malleable state of mind. This means that even employees holding positions of authority within their organization may identify more strongly with their leader role on some days versus others. The leadership literature, however, is silent about what state leader identity may mean for leaders’ subsequent attitudes at work and at home. We draw from leader identity theory and research on expressive writing to propose that leader identity can be enhanced daily via positive leader self-reflection (e.g., reflecting and writing about qualities that make one a good leader), in ways that are beneficial for the leader both at work and at home. We tested our theoretical expectations in two field experiments. In the first study, as expected, we find that leaders reported higher leader identity and more goal progress on intervention (vs. control) days. In turn, leader identity and goal progress enhanced leader eudemonic wellbeing measured in the evening at home. Surprisingly, and contrary to expectations, the wellbeing enhancing effects of positive leader self-reflection were weaker for leaders were higher (vs. lower) in identity fusion with their followers. In the second study, we demonstrate the malleable nature of leader identity by showing not only that positive leader self-reflection enhances leader identity, but also that negative leader self-reflection diminishes leader identity.
讲座题目四： From Employee-Experienced High-Involvement Work System to Innovation: An Emergence-Based Human Resource Management Framework
讲 座 人： Mo Wang
Dr. Mo Wang is the Lanzillotti-McKethan Eminent Scholar Chair at the Warrington College of Business at the University of Florida. He is also the Department Chair of the Management Department, as well as the Director of Human Resource Research Center at the University of Florida. He specializes in research areas of retirement and older worker employment, occupational health psychology, expatriate and newcomer adjustment, leadership and team processes, and advanced quantitative methodologies. He has published over 20 research articles within the past five years in top-tier journals including Journal of Applied Psychology, Academy of Management Journal, Personnel Psychology, and Organizational Behavior and Human Decision Processes. He received Academy of Management HR Division Scholarly Achievement Award (2008), Careers Division Best Paper Award (2009), European Commission’s Erasmus Mundus Scholarship for Work, Organizational, and Personnel Psychology (2009), Emerald Group’s Outstanding Author Contribution Awards (2013 and 2014), Society for Industrial-Organizational Psychology’s William A. Owens Scholarly Achievement Award (2016), and Journal of Management Scholarly Impact Award (2017) for his research in these areas. He also received Cummings Scholarly Achievement Award from Academy of Management’s OB Division (2017), Early Career Contribution/Achievement Awards from American Psychological Association (2013), Federation of Associations in Behavioral and Brain Sciences (2013), Society for Industrial-Organizational Psychology (2012), Academy of Management’s HR Division (2011) and Research Methods Division (2011), and Society for Occupational Health Psychology (2009). He currently serves as the Editor-in-Chief for Work, Aging and Retirement and an Associate Editor for Journal of Applied Psychology. Dr. Wang was the President of the Society for Occupational Health Psychology (2014-2015) and the Director for the Science of Organizations Program at National Science Foundation (2014-2016).
The influence of human resource management (HRM) on innovation has attracted considerable research attention over the last decade. However, existing studies have primarily focused on the macro-level HRM architecture, limiting our understanding about the cross-level origin of innovation. Developing an emergence-based HRM framework, we propose that employee-experienced high-involvement work system (HIWS) promotes innovation by eliciting collective interactions for knowledge exchange and aggregation. Further, we investigate the emergence enabling process that facilitates employee-experienced HIWS to give rise to organization-level innovation. Specifically, we probe three distinct emergence enablers that amplify the positive influence of HIWS on innovation by shaping the concertedness, direction, and adaptability of collective interactions—that is, the homogeneity of HIWS experiences as the internal mechanism, the strategic importance of innovation as the external mechanism, and the churn in human resources as the temporal mechanism. We tested our theoretical model using data from a nationally representative sample of workplaces in Canada (N = 2,639). Our results suggest that employee-experienced HIWS was positively related to innovation. In addition, this positive effect was amplified by all three emergence enablers (i.e., the homogeneity of HIWS experiences, the strategic importance of innovation, and the churn in human resources).
在过去十年中，人力资源管理（HRM）对创新的影响吸引了大量研究的关注。然而，现有研究主要关注宏观层面的人力资源管理架构，而我们对跨层次创新起源的理解远远不足。通过提出一个基于涌现的HRM框架，我们认为，员工体验的高参与工作系统（HIWS）通过引发知识交流和综合的集体互动来促进创新。此外，我们研究了促进员工体验的HIWS提升组织层面创新的启动流程。具体而言，我们通过塑造集体互动的协调性，方向性和适应性三种不同的涌现因素，从而扩大HIWS对创新的积极影响——即HIWS体验作为内部机制的同质性，创新作为外部机制的战略重要性，以及人力资源流失作为时间机制。我们利用加拿大代表性工作场所的样本（N = 2,639）检验理论模型。研究结果表明，员工体验的HIWS与创新呈显著的正相关。 此外，三种涌现因素（即HIWS体验的同质性，创新的战略重要性和人力资源的流失）都增强了这种积极效应。
主 持 人：张宝山 教授