講座題目一：When small offenses have major negative consequences: Effects of rudeness on individuals and teams functioning

講 座 人：Amir Erez

講座人簡(jiǎn)介：

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).

講座英文摘要：

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.

講座中文摘要：

粗魯(rudeness)和無禮行為在組織中非常普遍——并且這種情況正在變得更加糟糕。1998年美國(guó)的一項(xiàng)調(diào)查中，四分之一的員工表示他們每周至少受到過一次無禮對(duì)待，至2013年這個(gè)比例上升了近50%。但是粗魯行為真的是一個(gè)嚴(yán)重的問題嗎？人們可不可以無視它們并繼續(xù)他們的日常工作？過去十年，我與多位合作者專注于了解粗魯?shù)目陀^效果。總的來說，我們發(fā)現(xiàn)經(jīng)歷粗魯行為直接影響一個(gè)人的認(rèn)知系統(tǒng)。遭遇粗魯對(duì)待的人對(duì)于信息的注意和記憶能力下降，無法很好地解決問題，并會(huì)在各項(xiàng)任務(wù)上表現(xiàn)不佳。并且，我們?cè)诙囗?xiàng)研究中發(fā)現(xiàn)粗魯會(huì)嚴(yán)重影響個(gè)人以及團(tuán)隊(duì)的績(jī)效。例如，在一項(xiàng)研究中我們發(fā)現(xiàn)，即使是他人語氣相對(duì)溫和的一個(gè)粗魯評(píng)論，也會(huì)導(dǎo)致醫(yī)療團(tuán)隊(duì)在執(zhí)行心肺復(fù)蘇，人工呼吸，處理休克以及訂購藥物等任務(wù)上有47%的績(jī)效差異。在另一項(xiàng)研究中，我們發(fā)現(xiàn)經(jīng)歷粗魯對(duì)待會(huì)導(dǎo)致麻醉醫(yī)生和醫(yī)學(xué)生都在診斷上被干擾和影響。我們還發(fā)現(xiàn)，手術(shù)期間的粗魯事件對(duì)患者的預(yù)后效果有顯著影響?？偠灾?，我們的研究表明粗魯?shù)脑S多負(fù)面影響是立竿見影的，它會(huì)嚴(yán)重降低個(gè)人和團(tuán)隊(duì)績(jī)效，并且不受個(gè)人的意識(shí)控制，因而人們無法簡(jiǎn)單地?zé)o視它。因此，我們的研究結(jié)果表明粗魯可能會(huì)為組織文化帶來嚴(yán)重后果，并可能以多種方式對(duì)人和組織造成損害。

講座題目二：The role of necessary evils in leadership development

講 座 人：Joyce Bono

講座人簡(jiǎn)介：

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.

講座英文摘要：

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.

講座中文摘要：

我們的研究考察了做“必要的壞人”對(duì)管理者領(lǐng)導(dǎo)力發(fā)展的影響。管理人員經(jīng)常處于不得不“傷害”員工以實(shí)現(xiàn)業(yè)務(wù)目標(biāo)的情況。這項(xiàng)研究的主要目的是更好地了解領(lǐng)導(dǎo)如何應(yīng)對(duì)這種情況。我們對(duì)20位管理人員進(jìn)行了訪談，了解他們?yōu)榱藥椭M織去做但他們自身認(rèn)為是錯(cuò)誤的事情的情況。我們還收集了另外136名管理人員提到的關(guān)鍵事件。質(zhì)性訪談的分析顯示管理人員用四種典型的方式理解這類事件（做必要的壞人），繼而導(dǎo)致領(lǐng)導(dǎo)們用不同的方式構(gòu)建領(lǐng)導(dǎo)角色。這項(xiàng)研究揭示了管理者在工作中的艱難經(jīng)歷中學(xué)到了什么及其過程。

講座題目三：Improving the lives of leaders at work and at home: Benefits of positive leader self-reflection

講座人：Klodiana Lanaj

講座人簡(jiǎn)介：

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.

講座英文摘要：

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.

講座中文摘要：

領(lǐng)導(dǎo)身份認(rèn)同理論認(rèn)為，領(lǐng)導(dǎo)力也是一種可塑性的心理狀態(tài)。這意味著，即使是在其組織內(nèi)擔(dān)任管理職務(wù)的員工，也可能在某些時(shí)刻更認(rèn)同自己的領(lǐng)導(dǎo)角色。然而，領(lǐng)導(dǎo)力研究尚未涉及領(lǐng)導(dǎo)身份認(rèn)同的心理狀態(tài)如何繼而影響領(lǐng)導(dǎo)對(duì)工作和家庭所持的態(tài)度。基于領(lǐng)導(dǎo)身份認(rèn)同理論和表達(dá)性寫作的實(shí)證研究，我們提出，領(lǐng)導(dǎo)身份認(rèn)同可以通過積極自?。ㄈ绶此疾懗鍪谷顺蔀閮?yōu)秀領(lǐng)導(dǎo)者的品質(zhì)）得以提升，從而對(duì)領(lǐng)導(dǎo)的工作和家庭生活產(chǎn)生益處。我們通過兩個(gè)現(xiàn)場(chǎng)實(shí)驗(yàn)來佐證我們的假設(shè)。在第一個(gè)實(shí)驗(yàn)中，我們發(fā)現(xiàn)領(lǐng)導(dǎo)在接受干預(yù)的幾天內(nèi)（相比于未接受干預(yù)的時(shí)間）報(bào)告了更高的領(lǐng)導(dǎo)身份認(rèn)同和更迅速的目標(biāo)進(jìn)展。而領(lǐng)導(dǎo)身份認(rèn)同和目標(biāo)進(jìn)展在晚間增強(qiáng)了領(lǐng)導(dǎo)者的幸福感。令人驚訝的是，對(duì)于與下屬擁有高身份融合的領(lǐng)導(dǎo)來說，這種積極自省干預(yù)的積極效應(yīng)更弱。在第二個(gè)研究中，我們?cè)僖淮斡∽C了領(lǐng)導(dǎo)身份認(rèn)同的可塑性，我們發(fā)現(xiàn)領(lǐng)導(dǎo)的積極自省可以增強(qiáng)領(lǐng)導(dǎo)身份認(rèn)同，而消極自省可以削弱領(lǐng)導(dǎo)身份認(rèn)同。

講座題目四：From Employee-Experienced High-Involvement Work System to Innovation: An Emergence-Based Human Resource Management Framework

講座人：Mo Wang

講座人簡(jiǎn)介：

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).

講座英文摘要：

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).

講座中文摘要：

在過去十年中，人力資源管理（HRM）對(duì)創(chuàng)新的影響吸引了大量研究的關(guān)注。然而，現(xiàn)有研究主要關(guān)注宏觀層面的人力資源管理架構(gòu)，而我們對(duì)跨層次創(chuàng)新起源的理解遠(yuǎn)遠(yuǎn)不足。通過提出一個(gè)基于涌現(xiàn)的HRM框架，我們認(rèn)為，員工體驗(yàn)的高參與工作系統(tǒng)（HIWS）通過引發(fā)知識(shí)交流和綜合的集體互動(dòng)來促進(jìn)創(chuàng)新。此外，我們研究了促進(jìn)員工體驗(yàn)的HIWS提升組織層面創(chuàng)新的啟動(dòng)流程。具體而言，我們通過塑造集體互動(dòng)的協(xié)調(diào)性，方向性和適應(yīng)性三種不同的涌現(xiàn)因素，從而擴(kuò)大HIWS對(duì)創(chuàng)新的積極影響——即HIWS體驗(yàn)作為內(nèi)部機(jī)制的同質(zhì)性，創(chuàng)新作為外部機(jī)制的戰(zhàn)略重要性，以及人力資源流失作為時(shí)間機(jī)制。我們利用加拿大代表性工作場(chǎng)所的樣本（N = 2,639）檢驗(yàn)理論模型。研究結(jié)果表明，員工體驗(yàn)的HIWS與創(chuàng)新呈顯著的正相關(guān)。 此外，三種涌現(xiàn)因素（即HIWS體驗(yàn)的同質(zhì)性，創(chuàng)新的戰(zhàn)略重要性和人力資源的流失）都增強(qiáng)了這種積極效應(yīng)。

主持人：張寶山 教授

講座時(shí)間：8：00

講座日期：2019-5-8

地 點(diǎn)：雁塔校區(qū)教學(xué)九樓9209學(xué)術(shù)報(bào)告廳

主辦單位：心理學(xué)院

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