Jian Peng

Bio: Jian Peng is an academic researcher from Guangzhou University. The author has contributed to research in topics: Psychology & Loneliness. The author has an hindex of 6, co-authored 10 publications receiving 182 citations. Previous affiliations of Jian Peng include Jinan University.

Does Self-Serving Leadership Hinder Team Creativity? A Moderated Dual-Path Model

Abstract: Self-serving leadership is a form of unethical leadership behavior that has destructive effect on its targets and the overall organization. Adopting a social cognition perspective, this study expands our knowledge of its adverse effect and the way to mitigate the effect. Integrating two sub-theories of social cognition (social information processing and social learning), we propose a theoretical model wherein self-serving leadership hinders team creativity through psychological safety as well as knowledge hiding, with task interdependence acting as a contextual condition. Results from a sample of 107 R&D teams revealed that self-serving leadership not only reduced team psychological safety, but also induced team knowledge hiding, both of which ultimately affected team creativity. The presence of high task interdependence buffered the destructive effect of self-serving leadership on team creativity via team psychological safety as well as the indirect effect via knowledge hiding.

Environmentally specific transformational leadership and team pro-environmental behaviors: The roles of pro-environmental goal clarity, pro-environmental harmonious passion, and power distance:

Abstract: Does environmentally specific transformational leadership promote team pro-environmental behaviors? If so, why and when? Using the cognitive-affective processing system framework, we explore the id...

Leader-follower congruence in loneliness, LMX and turnover intention

Abstract: Purpose – Research on workplace loneliness has thus far been dominated by perceptions of followers; hence, few researchers have considered the perspective of leader-follower congruence. The purpose of this paper is to examine how the leader-follower relationship mediates the relationship between leader-follower congruence/incongruence in workplace loneliness and turnover intentions. Design/methodology/approach – Data were collected from 232 leader-follower dyads from ten companies in China. Polynomial regression combined with the response surface methodology was used to test the hypotheses. Findings – Four conclusions were drawn. First, leader-member exchange (LMX) was higher when leaders and followers were aligned in terms of workplace loneliness than otherwise. Second, in the case of leader-follower congruence, LMX rose as their workplace loneliness fell. Third, in the case of incongruence, followers had lower LMX when they were lonelier than their leaders. Finally, LMX partially mediated the leader-fol...

Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis:

Abstract: Numerous studies have empirically tested the linkage between transformational leadership and employees’ reactions to organizational change. However, no systematic attempt has been made to organize ...

Culture and organizations

Abstract: List of Acronyms and Abbreviations List of Figures, Tables and Boxes Preface About the Contributors Part 1: Introduction 1. The Ecological Challenge in Organization Theory and Organizational Behaviour Ralph Meirna and Richard Welford Part 2: Framing the Organizational Dimensions of the Natural Environment 2. Defining the Problem: Diagnostic 'Tools' to Explore the Evolution of Unsustainable Practices in Organizations Tony Ernerson and Richard Welford 3. The Challenge of Ecological Logic: Explaining Distinctive Organizational Phenomena in Corporate Environmental Management Ralph Meima 4. Power, Organizational Culture and Ecological Abuse Tony Ernerson and Richard Welford Part 3: Developing Strategies for Managerial Action 5. Developing an Environmental Culture Through Organizational Change and Learning Minna Halrne 6. Reassessing Culture and Strategy: Environmental Improvement, Structure, Leadership and Control John Dodge 7. Culture Change, Pluralism and Participation David Jones and Richard Welford 8. Human Resource Management, Strategic Organizational Capabilities and Sustainable Development Tony Ernerson, Rdph Meimu, Romney Tansley and Richard Welford References Index

Changes to the work-family interface during the COVID-19 pandemic: Examining predictors and implications using latent transition analysis.

Abstract: Employees around the world have experienced sudden, significant changes in their work and family roles due to the COVID-19 pandemic. However, applied psychologists have limited understanding of how employee experiences of work-family conflict and enrichment have been affected by this event and what organizations can do to ensure better employee functioning during such societal crises. Adopting a person-centered approach, we examine transitions in employees' work-family interfaces from before COVID-19 to after its onset. First, in Study 1, using latent profile analysis (N = 379; nonpandemic data), we identify profiles of bidirectional conflict and enrichment, including beneficial (low conflict and high enrichment), active (medium conflict and enrichment), and passive (low conflict and enrichment). In Study 2, with data collected before and during the COVID-19 pandemic, we replicate Study 1 profiles and explore whether employees transition between work-family profiles during the pandemic. Results suggest that although many remain in prepandemic profiles, positive (from active/passive to beneficial) and negative (from beneficial to active/passive) transitions occurred for a meaningful proportion of respondents. People were more likely to go through negative transitions if they had high segmentation preferences, engaged in emotion-focused coping, experienced higher technostress, and had less compassionate supervisors. In turn, negative transitions were associated with negative employee consequences during the pandemic (e.g., lower job satisfaction and job performance, and higher turnover intent). We discuss implications for future research and for managing during societal crises, both present and future. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Different motivations for knowledge sharing and hiding: The role of motivating work design

Abstract: Little research to date has focused on understanding employee motivation to share and hide knowledge. Using self-determination theory, we tested the premise that knowledge sharing and hiding might be differentially motivated and that work design characteristics might influence the motivation to share knowledge with colleagues. In a panel survey of Australian knowledge workers and in a Chinese knowledge-intensive organization, we asked knowledge workers, using time-lagged designs, about perceptions of work design, motivation to share knowledge, and self-reported knowledge sharing and hiding behaviors. Results, largely replicated across both samples, indicated that cognitive job demands and job autonomy were positively related to future reports of knowledge sharing frequency and usefulness via autonomous motivation to share knowledge. Unexpectedly, task interdependence was positively related to the three forms of knowledge hiding (evasive and rationalized hiding, and playing dumb) via external regulation to share knowledge. Implications for the design of jobs that motivate knowledge sharing and demotivate knowledge hiding are discussed.

Understanding loneliness in the twenty-first century: an update on correlates, risk factors, and potential solutions

Abstract: Loneliness is increasingly recognised as the next critical public health issue. A plausible reason for this concern may be related to emerging societal trends affecting the way we relate, communicate, and function in our social environment. In 2006, a prominent review of the clinical significance of loneliness was published. However, there has not been a comprehensive update on known and emerging risk factors and correlates of loneliness since then. Furthermore, there is no conceptual model that has been developed to better account for the complexity of loneliness and to inform the development of evidence-based solutions as we challenge the issues of the twenty-first century. We reviewed the current literature to identify either known or emerging risk factors and correlates of loneliness since 2006. This includes new or known evidence on: (1) demography; (2) health, including physical health; mental health; cognitive health; brain, biology, and genetics; and (3) socio-environmental factors including digital communication and the workplace. We synthesized the literature according to a new proposed conceptual model of loneliness which showed the interplay between known and emerging correlates and risk factors from demography, health, to socio-environmental factors. In the conceptual model of loneliness, we illustrated how solutions can be delivered and tailored to an individual based on their life circumstances and preferences. We concluded by making specific recommendations in advancing our scientific understanding of loneliness. Our knowledge can only be deepened if we increase scientific rigour via accounting for confounding variables and using longitudinal, multi-disciplinary, and multiple methodologies in research. We also call for the rigorous evaluation of programs targeting loneliness.

Top-Down Knowledge Hiding in Organizations: An Empirical Study of the Consequences of Supervisor Knowledge Hiding Among Local and Foreign Workers in the Middle East

Abstract: This study adds to the growing research exploring the consequences of knowledge hiding in organizations. Drawing from the social exchange theory and the norm of reciprocity, this paper examines the direct and indirect—via distrust in supervisor—relationships between supervisor knowledge hiding (SKH) and supervisee organizational citizenship behavior directed at the supervisor (OCB-S) in the context of the Middle East. Using a supervisor–supervisee dyadic design, two-source data were obtained from 317 employees (local and foreign) of 41 Saudi firms. The findings suggest that supervisees’ distrust in their supervisors mediates the significant and negative relationship between SKH and supervisees’ OCB-S. Furthermore, the significant and positive relationship between SKH and distrust in supervisor is more pronounced for foreign workers than for local workers. This study provides empirical support and a better understanding of the existence and consequences of SKH for local and foreign workers and also discusses the theoretical and practical implications of the findings.