Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： With the increasing uncertainty of the environment, avoiding organizational risks and improving organizational effectiveness by merely relying on the wisdom of managers become increasingly difficult. In this context, employee voice plays an increasingly important role in organizational development. In recent years, employee voice behavior has gradually become a hotspot in organizational behavior research. Theoretical and empirical studies reveal that voice behavior can prompt risks, promote innovation, and offer a powerful guarantee for the sustainable development of organizations. This paper puts forward new questions based on the phenomenon of voice in the workplace, which has not received much attention in the literature thus far. Previous studies on voice predominantly show that when voice-inhibiting factors, such as unsupportive leaders and unsafe environment, are present, employees will reduce their voice behavior and remain silent. However, not all employees will give up their opinions because of environmental obstacles, and some employees are even encouraged to display stronger voice behaviors when facing adversities. What makes an employee speak out in an adversity? What is the mechanism that underlies this phenomenon? What are its outcomes? These questions have not been adequately answered in the extant literature. To fill these gaps, this paper designs three related studies around “voice resilience”. Study 1 combines the cutting-edge findings of employee resilience research to reconceptualize the notion of voice resilience and develops an effective voice resilience scale based on these findings. Study 2 explores the formation mechanism of voice resilience based on achievement goal theory and adopts the new scale developed in Study 1 to empirically test the relationship between three achievement goal orientations and voice resilience. Study 3 explores the impact of voice resilience on the subsequent voice behavior of employees and the voice endorsement of leaders and empirically tests the hypothesized relationship using the new scale developed in Study 1. The theoretical innovation of this study is mainly reflected in three aspects. First, this study reveals that voice resilience is essentially a dynamic psycho-behavioral process that provides a new theoretical perspective for understanding the voice of employees amid adversity. Second, this study deeply analyzes the impact of employee achievement goals on their voice resilience, thereby enriching the literature on the antecedents of voice resilience. Third, this study analyzes the effect of voice resilience on both employees and leaders, thereby extending the findings of previous voice resilience research.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Currently, business organizations are continuously promoting changes in organizational structure and methods of work. Meanwhile, employees are also increasingly pursuing their own values and goals. Therefore, individual self-leadership has become an important and evolving research topic in organizational management research. Individual self-leadership not only contributes to organizational development and personal performance improvement but is also closely related to self-growth in uncertain times. It is thus necessary to investigate the driving factors and mechanisms of self-leadership. A literature review of extant studies found that the current concept of self-leadership is mostly based on classical control theory, emphasizing the process of self-control and influence. However, its relatively broad content means that it has been difficult to accurately reflect new meanings of self-leadership. At the same time, empirical research on the antecedents of individual self-leadership has been limited to a single level, without considering multi-level interactions. More importantly, existing research fails to fully address the motivational processes behind the antecedents of self-leadership. With this practical and theoretical background, this study aims to initially answer the core scientific question of "how does individual self-leadership form" through three closely related theoretical studies. Firstly, the present study defines and expands the conceptualization of individual self-leadership, and develops a reliable and valid scale for it. On the one hand, the concept of individual self-leadership has undergone substantive changes in this period of new management practice; on the other hand, the existing definition and measurement of self-leadership have been criticized because it is too broad and has insufficient reliability and validity. To this end, this study intends to reconceptualize self-leadership by building on a grounded analysis of new management practices. Furthermore, through conducting qualitative interviews and following a scale development process, Study 1 aims to develop and validate a new scale for individual self-leadership. Secondly, starting from the intrinsic motivation-driven nature of self-leadership, Study 2 theoretically investigates the influence of individual cognitive characteristics and team leadership style on the formation of individual self-leadership. Specifically, this study initially proposes that employees' belief in leadership co-creation promotes individual self-leadership by inspiring their personal goal strivings, and team empowering leadership promotes self-leadership by satisfying employees' psychological need for autonomy. Further, team leaders’ empowering leadership behaviors will also strengthen the impact of employees’ beliefs in leadership co-creation on self-leadership, resulting in a cross-level moderation model. Finally, Study 3 examines the influence mechanism of organizational contexts and team self-leadership on individual self-leadership, so as to develop a trickle-down effect model. Specifically, this study proposes that organizational shared vision and autonomy support climate can work together to enhance team self-leadership, which can further motivate individual self-leadership. In addition, the positive effect of team self-leadership on individual self-leadership will be enhanced in the context of high task interdependence and high adoption of telecommuting. To sum up, the integrated framework developed in this study emphasizes the multi-level influences and the motivational processes underlying the formation of individual self-leadership. It also echoes recent discussions on the paradoxical feature of self-leadership. Our research is expected to make theoretical contributions to the self-leadership literature in the following ways. This research enriches and expands the concept of self-leadership, better reflecting the changes in management practices, and also provides a clearer concept and scale with accepted reliability and validity for subsequent studies. On this basis, the theoretical exploration of the formation mechanism of individual self-leadership provides a foundation for developing a multi-level theoretical framework of self-leadership, thereby helping to deepen the understanding of self-leadership in the academic world and management practice. However, given the conceptual nature of the current study, we call for further empirical examinations of self-leadership and its formation mechanisms. Future studies could also consider the role of self-leadership in digitalization transformation and artificial intelligence-driven contexts.
Subjects: Medicine, Pharmacy >> Clinical Medicine submitted time 2023-01-03 Cooperative journals: 《中国全科医学》
Abstract：
Background Hypertension as a risk factor can significantly increase the morbidity and mortality of cardiovascular and cerebrovascular diseases, and effective control of hypertension is the key to prevent and treat cardiovascular diseases. Objective Collect literature on the evaluation of the effectiveness of hypertension management models in China. Evaluate the management effects of different models and provide a reference for further optimization of hypertension management models. Methods Using StataSE-64, a network meta-analysis of the 18 included hypertension management model papers was performed using blood pressure control rates as an evaluation metric. The models included five models: joint hospital-community management, community management, hospital treatment management, general management, and combined Internet management. Results Joint hospital-community management, community management, hospital management, and combined Internet management are all effective for hypertension control. The order is joint hospital-community management ≈ combined Internet management > hospital treatment management > community management > blank control. Among them, the joint hospital-community management model has significant effect on hypertension control; the joint hospital-community management model and combined Internet management has similar effect; and hospital management has better effect than community management. Conclusion In order to improve the hypertension management model, the construction of hospital-community-family management model in primary health care institutions should be promoted, and the combination of chronic disease management model and combined Internet model should be guided to strengthen the whole-life, whole-cycle management of chronic disease patients.
Subjects: Medicine, Pharmacy >> Clinical Medicine submitted time 2023-01-03 Cooperative journals: 《中国全科医学》
Abstract：
Background Hypertension is the most common chronic non-communicable disease affecting the health of the people in China. As an important point for hypertension management and control, the management ability of primary care directly affects the management effect. The current status and common rules of hypertension management in primary care in China need to be further explored. Objective To understand the current status of hypertension management in primary care in China, summarize the typical experience, and provide suggestions for the optimization of hypertension management in China. Methods From November to December 2021, semi-structured interviews were conducted with 29 hypertension management stakeholders in five provinces in China. Guided by the World Health Organization's health system, the interviews were analyzed from six dimensions: leadership and governance, service delivery, health workforce, financing, access to essential medicine, and health information system. Results For leadership and governance, hypertension management at primary level mainly relied on contracted family doctor service and multi-department collaboration. In terms of service provision, general practice and specialty integration services should be provided to meet the individual medical needs of patients. For health workforce, community general practitioners are the main force of hypertension management in primary care, and their work enthusiasm is improved by performance appraisal and distribution according to their work. For financing, hypertensive patients can obtain preferential policy support of medical insurance reimbursement at primary care. For accessibility, basic medical equipment and essential hypertension drugs were equipped at primary level. For health information system, the regional medical and health information platform can realize health information sharing and service coordination of contracted patients. Conclusions Primary health care institutions are responsible for the long-term follow-up and management of hypertension patients. It is necessary to further enhance the capacity of primary health care comprehensive management and primary health service supply, strengthen the capacity building of primary health care personnel, improve the reimbursement and payment system of medical insurance, and improve the drug and equipment conditions for hypertension treatment in primary care. It can effectively empower primary hypertension management and further improve the level of primary hypertension management.
Subjects: Psychology >> Social Psychology submitted time 2022-04-30
Abstract：
Employee voice has become increasingly important to organizational development in the dynamic and complex business environment. Prior research has demonstrated that employees become less likely to engage in voice behaviors when the work environment is unsupportive of such behaviors. Nevertheless, some employees constantly exhibit voice behavior despite adversity, and sometimes adversity may even foster more voice behaviors. To answer how employees can continue to speak up in adversity, this research first explores the concept and develops a scale for voice resilience. Second, basing on the achievement goal theory, this research proposes the formation mechanism of voice resilience and its boundary condition. Third, this research examines the influence of voice resilience on employees’ subsequent voice behavior and leaders’ voice endorsement. By doing so, this study advances the frontiers of voice research and provide practical implications for organizations to understand and cultivate employees’ voice resilience.
Peer Review Status:
Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2022-04-14
Abstract：
In a new economy characterized by informatization, digitization, and intelligence, individual self-leadership is of high value to both individual and organizational development. However, existing theorizing and studies on self-leadership are constrained by classical control theory and are mostly limited by single-level investigations; as well, they fail to demonstrate the motivational mechanisms of self-leadership. Firstly, based on the changing context of current management practices, the present study seeks to expand the conceptualization of individual self-leadership and accordingly develop a reliable and valid scale. With new theorization on individual self-leadership, this study further demonstrates a cross-level motivational influence of team leadership behavior and individual beliefs on self-leadership. Moreover, a three-level trickle-down model is developed to examine the influences of organizational-level practices and team-level self-leadership on individuals’ self-leadership. Accordingly, this project aims to provide an extended conceptualization and measure of self-leadership, and further deepen the understanding of psychological mechanisms as well as of boundary conditions for the formation of individuals’ self-leadership. Meanwhile, this project may also offer practical implications for managers to motivate individuals’ self-leadership.
Peer Review Status:Awaiting Review
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