3rd Annual 中国一级片 OB/HR Symposium -- Leading for Change: Promoting Proactivity, Employee Voice, and Creative Performance
3rd Annual 中国一级片 OB/HR Symposium
Leading for Change :
Promoting Proactivity, Employee Voice, and Creative Performance
The OB/HR 中国一级片 Symposium is intended as a forum for academics to discuss their newest research in organisational behaviour and human resource management topics. This year we will gain insight into how leaders succeed by promoting three change-oriented outcomes: proactivity, creativity, and employee voice.
Presenters are individuals who are on the cutting-edge of research in our field and whose work represents creative and high-quality scholarship. We strive to keep the conference numbers small and provide an intimate setting to foster collaborative ties and a supportive atmosphere.
There is no registration fee for this symposium. However, attendance is limited to 150 people due to space restrictions. Preference will be given to Faculty for this symposium on a first come, first served basis via the following website:
Date: November 28, 2018 |
||||||||||||||||||||
Time: The symposium will begin with registration at 8:30 a.m. and finish at 5:00 p.m. |
||||||||||||||||||||
Schedule: |
||||||||||||||||||||
8:30 a.m. |
Registration and Breakfast |
|||||||||||||||||||
9:00-9:10 a.m. |
Opening address by Prof. Weijiong Zhang, Vice President and Co-Dean, 中国一级片 |
|||||||||||||||||||
9:10-10:50 a.m. |
Leading for Proactivity |
|||||||||||||||||||
10:50-11:05 a.m. |
Break |
|||||||||||||||||||
11:05-12:30 p.m. |
Leading for Employee Voice |
|||||||||||||||||||
12:30-2:00 p.m. |
Lunch |
|||||||||||||||||||
2:00-3:45 p.m. |
Leading for Creative Performance |
|||||||||||||||||||
3:45-4:00 p.m. |
Break |
|||||||||||||||||||
4:00-5:00 p.m. |
Workshops:
|
|||||||||||||||||||
Location: AC3-115, 中国一级片 Shanghai Campus, 699 Hongfeng Road, Pudong, Shanghai P.R. of China. |
||||||||||||||||||||
Hotel: We have reserved a limited number of rooms on the 中国一级片 campus at a reduced rate for symposium attendees. Please contact Grace Chen for more information and reservations. |
||||||||||||||||||||
Contacts: If you have any questions please contact Grace Chen (Email: cgrace2@ceibs.edu, Tel: +86 21 28905056) or An-Chih (Andrew) Wang (Email: wac@ceibs.edu) |
||||||||||||||||||||
WORKSHOPS |
Presentation 1 |
|
Title |
Leading for proactivity and wise proactivity: Some findings and new directions |
Presenter |
Sharon K. Parker |
Abstract |
This presentation will present an overview model linking leadership and both the level/frequency of proactive behaviour and the extent to which that proactivity is “wise.” Wise proactivity refers to proactive behaviour that considers the task and strategic context, the social and relational context, and one's own self-regulation. I argue that, although some aspects of leadership are expected to affect both aspects, there are also distinct leadership implications. The presentation will include some existing published studies by myself and colleagues, some new studies, and some suggested new directions for the field. I will also outline practical implications. |
Presentation 2 |
|
Title |
Some anger works, some anger hurts: Leader’s display of anger and employee proactive behaviour |
Presenter |
Wu Liu |
Abstract |
Leader’s anger may have complicated effects on employee proactive behaviours or behaviours that are self-initiated, future-oriented, and change-inducing. In this project, we differentiate two types of anger— integral anger (anger directly targeted at something in the tasks) and incidental anger (anger unrelated to and/or lacking a clear target). We discuss how these two types of anger may influence employee proactive behaviours differently. We collected experience sampling method (ESM) data of 799 matched daily surveys from 82 leader-member dyads to test our hypotheses. |
Presentation 3 |
|
Title |
A follower-centric perspective on empowering leadership: The role of employee voice |
Presenter |
Troy A. Smith |
Abstract |
Integrating role-based followership theory and the elaboration likelihood model of social persuasion, we analyse how two forms of follower voice impact the extent to which leaders empower the voicing follower. Rather than taking a traditional leader-centric approach to analysing how empowering leadership impacts followers’ motivation and performance, we use a follower-centric perspective to examine whether follower challenging and supportive voice indirectly impact a leader’s decision to empower his/her voicing follower through the leader’s perception of the follower’s organisational commitment. We also explore whether follower citizenship behaviours magnify or buffer the effects that challenging voice and supportive voice have on the leader’s perception of the follower’s organisational commitment. A multi-source and multi-time point research study conducted in the People’s Republic of China mostly supported our theoretical model. Specifically, we found that supportive voice had a positive indirect relationship with empowering leadership through the leader’s perception of the follower’s organisational commitment, especially when the follower engaged in higher levels of supervisor-focused citizenship behaviours. Inversely, we found that challenging voice had a conditional negative indirect relationship with empowering leadership through the leader’s perception of the follower’s organisational commitment, when the follower engaged in lower levels of supervisor-focused citizenship behaviours. |
Presentation 4 |
|
Title |
How should I sell ideas to my leader: Do framing tactics matter? |
Presenter |
Jian Liang |
Abstract |
The potential value of employee voice largely depends on whether they can draw the manager’s attention. However, it is not easy to persuade the leader to endorse a challenging idea. In this study, we emphasise the agency of employees and explore how and when the ways of providing voice are associated with leader endorsement. Drawn from the framing literature and cognition in persuasion theory, we theorise that both form of voice and frame valence interact with each other to facilitate leader endorsement through perceived voice attractiveness. Furthermore, we demonstrate when these tactics are more effective by examining the moderating role of employee organisational status. Two studies were conducted to test those ideas: results from a company’s archival data suggested that promotive voices were more likely to be endorsed by managers when they are loss-framed, while prohibitive voices were more likely to be endorsed by managers when they were gain-framed; results from an issue-based survey data found that voice attractiveness mediated the interactive effect of form of voice and frame valence on voice endorsement and this indirect relationship was contingent on the level of employee organisational status. The implications for future voice research will be discussed. |
Presentation 5 |
|
Title |
Narcissistic and humble leadership in team potency and creativity: A tale of two styles |
Presenter |
Yaping Gong |
Abstract |
Research has shown that narcissists are often creative individuals and rise to leadership positions. Departing from the positive relationship between narcissism and creativity at the individual level, we contend that narcissism as a leadership style harms team creativity because it reduces team potency. Grounded in paradox theory, we further bring in humble leadership as a contradictory style and boundary condition, theorising its co-existence and cross-section with narcissistic leadership. Our conceptual model predicts that humble leadership counter-balances the detrimental effects of narcissistic leadership on team potency and consequently team creativity via team potency. Using multi-source, two-wave data from 83 teams comprising 589 members and their team leaders, we found general support for the model. Our findings underscore the importance of incorporating both bright and dark leadership to understand team creativity, and offer implications for the multilevel generalisation of theory in creativity research. |
Presentation 6 |
|
Title |
Women in business: Gender-professional identity integration (G-PII) and creativity |
Presenter |
Chi-Ying Cheng |
Abstract |
While female leaders are becoming a growing trend in many professional domains including business, women encounter unique challenges associated with their gender identity at work. For example, Carly Fiorina, former CEO of Hewlett-Packard, attributed her fall to being a female leader working in a male-dominated industry. Gender is usually an easily observed and salient aspect of a person’s identity. This suggests that female leaders working in a male-dominated industry may experience conflict between their gender and professional identities because their dual identities give rise to different gender-related expectations. I argue that how female business leaders negotiate between their gender and business identities influences their creative performance. Creative cognition theory proposes that creativity requires novel combinations of existing requisite knowledge sets. These knowledge sets, in turn, are bundled with social identities. I hypothesise that identity integration—or individual differences in perceived compatibility between social identities—predicts creative idea generation and creative idea selection. Study 1 found that female businesspersons with high levels of gender-professional identity integration (G-PII)—or those who perceived their gender and professional identities as compatible—generated more creative ideas for identity-relevant tasks than those with low G-PII. However, the same effect was not evident for non-identity relevant tasks. Study 2 further supported the proposed proposition using a creative idea selection task. These ?ndings show that the degree to which female business leaders integrate their female and business identities may be related to the extent to which multiple knowledge systems can be accessed simultaneously, which in turn facilitates both creative idea generation and selection. Theoretical and managerial implications are discussed. |
Presentation 7 |
|
Title |
Enhancing the creativity of employees’ ideas: A quasi-experimental investigation of rewards, choice, and personality |
Presenter |
Aichia Chuang |
Abstract |
We conducted a quasi-experimental field study of an organisation-wide suggestion programme to examine the effects of two general classes of rewards—those that benefited the idea generator (Self) and those that benefited charities (Other)—on the creativity of ideas employees submitted to the programme. We also examined whether having a choice of these rewards contributed to creativity and whether creative personality interacted with reward category (Self vs. Other) to affect creativity. Finally, we probed the effectiveness of intrinsic motivation (IM) and creative self-efficacy (CSE) as mediators of these effects. Results showed no main effects for reward category, yet having a choice produced more creative ideas, and creative personality interacted with reward category such that in the Other condition, employees with more creative personalities produced ideas of greater creativity than the employees with less creative personalities. CSE mediated the effects of both choice and the reward x personality interaction whereas IM mediated the effects of choice alone. The philosophical school of thought of Confucius inspired our identifying the Other reward type and investigating the interaction involving rewards and creative personality, paving a new way of seeing how rewards can boost creativity, particularly for employees having high levels of creative personality. |
Sharon K. Parker
Dr. Sharon K. Parker is an ARC Laureate Fellow, a Professor of Organisational Behaviour at the Curtin Faculty of Business and Law, an Honorary fellow at the University of Western Australia, and an Honorary Professor at the University of Sheffield where she was previously Director at the Institute of Work Psychology. She is a recipient of the ARC’s Kathleen Fitzpatrick Award and the Academy of Management OB Division Mentoring Award. Her research focuses particularly on job and work design, and she is also interested in employee performance and development, especially their proactive behaviour. She is the Director of the Centre for Transformative Work Design. She has published more than 100 internationally refereed articles, including publications in top tier journals such as the Journal of Applied Psychology, Academy of Management Journal, Academy of Management Review, and the Annual Review of Psychology on these topics. Sharon is a Fellow of the Australian Academy of Social Sciences and a Fellow of the Society for Industrial and Organisational Psychology. She is an Associate Editor for the Academy of Management Annals, a past Associate Editor of the leading organisational psychology journal, Journal of Applied Psychology, and she has served on numerous editorial boards. Professor Parker has attracted competitive research funding worth over $40,000,000, and has worked as a researcher and consultant in a wide range of public and private organisations. Her research has been cited more than 17,000 times.
Wu Liu
Dr. Wu Liu is Associate Professor with tenure at the Department of Management and Marketing, Faculty of Business at Hong Kong Polytechnic University. He obtained his bachelor’s and master’s degrees at the School of Management at Fudan University, China, and then his Ph.D. in organisation studies at Vanderbilt University, U.S.A. His research passion is on employee voice behaviour, leadership and team, and cross-cultural conflict management. His work has been published in various international top-tier journals, such as the Academy of Management Journal, Journal of Applied Psychology, and Organisational Behaviour and Human Decision Processes.
Troy A. Smith
Dr. Troy A. Smith is currently an Assistant Professor of Management at the College of Business at the University of Nebraska-Lincoln. Troy earned his Ph.D. Degree in Management from Texas A&M University. His research focuses on the intersection of leadership and motivation across levels of analysis, the impact of follower characteristics and behaviours on the leadership process, and the spill-over effects of work and non-work factors. Beyond his research, Troy enjoys reading, playing and watching sports, and spending quality time with his beautiful wife and four daughters.
Jian Liang
Dr. Jian Liang is a management professor at the Advance Institute of Business, Tongji University. He received his Ph.D. from the Department of Management at the Hong Kong University of Science and Technology. He has received a number of awards for his research including Emerald Citations of Excellence Awards (2015), the Academy of Management OB Division Best Paper with International Implications Award (2013) and the International Association of Chinese Management Research (IACMR) Best Conference Paper Award (2008). His research focuses on employee proactivity, leadership effectiveness, social exchange in organisations and business ethics. His articles have appeared in the Academy of Management Journal, Journal of Applied Psychology, Journal of Management, Journal of Organisational Behaviour, Management and Organisation Review, and other Chinese management journals.
Yaping Gong
Dr. Yaping Gong is Chair Professor of Management at the Hong Kong University of Science and Technology. His research interests include goal orientation, employee creativity, teams, and strategic and international human resource management. He has published in journals such as the Academy of Management Journal, Journal of Applied Psychology, Strategic Management Journal, Journal of International Business Studies, Journal of Management, Journal of Organisational Behaviour, Human Resource Management, and Human Relations. His work has won the 2013 and 2016 Emerald Citation of Excellence Awards, Journal of Management Scholarly Impact Finalist Award, and Papers of Excellence in International HRM Award. He is currently an Associate Editor for the Academy of Management Perspectives. He has served or is currently serving as an editorial board member or senior editor for journals such as the Academy of Management Journal, Journal of Applied Psychology, Journal of Management, Journal of Organisational Behaviour, Journal of Occupational and Organisational Psychology, Management and Organisation Review, and the Asia Pacific Journal of Management.
Chi-Ying Cheng
Dr. Chi-Ying Cheng is an Associate Professor of Psychology at the Singapore Management University. She received her Ph.D. in organisational psychology from the University of Michigan. Before SMU, Chi-Ying taught at Columbia Business School. Her research examines the underlying psychological mechanisms and behavioural outcomes of dual identity integration with special foci on culture and gender. She also investigates the influence of multicultural exposure on individual and organisational outcomes such as creativity. Chi-Ying’s work has been published in top psychological and managerial journals including Psychological Science, PNAS, Leadership Quarterly, and Management and Organisational Review.
Aichia Chuang
Dr. Aichia Chuang is the Fu-Bon Endowed Chair in Management at the National Taiwan University in Taiwan, where she is professor of Organisational Behaviour and Human Resource Management in the Department of Business Administration. She earned her doctorate in Human Resources and Industrial Relations from the University of Minnesota. Chuang’s research interests include leadership, inclusion (person-environment fit and diversity), entrepreneurship, cross-cultural management, service climate and service performance, creativity, and multilevel theories and methods. Her research has appeared in such journals as the Academy of Management Journal, Journal of Applied Psychology, Personnel Psychology, Organisational Behaviour and Human Decision Processes, Journal of Organisational Behaviour, and Harvard Business Review. She is currently an Associate Editor for Human Relations, the Representative-at-Large: Asia Pacific for the International Association for Chinese Management Research (IACMR), and the HR Ambassador of the HR Division of the Academy of Management representing Taiwan. She is on the editorial board of the Academy of Management Journal, Organisational Behaviour and Human Decision Processes, Human Resource Management Review, Management and Organisation Review, and the Asia Pacific Journal of Management.
If you have any questions please contact Grace Chen (Email: cgrace2@ceibs.edu, Tel: +86 21 28905056) or An-Chih (Andrew) Wang (Email: wac@ceibs.edu)