包容型领导研究前沿探析与未来展望
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外国经济与管理 2014 年 第 36 卷第 02 期, 页码：55 - 64
摘要
参考文献
摘要
作为领导学研究的一个新兴领域,包容型领导研究反映了特定时代背景下研究者和实践者对新型领导风格的诉求。本文在梳理现有文献的基础上,从包容型领导的研究源起与概念内涵、理论基础、结构与测量,包容型领导与其他类型领导方式的异同,以及相关实证研究等方面对现有研究成果进行了系统总结,分析了包容型领导研究目前存在的主要问题,并对未来研究方向进行了展望,以期为该领域的后续研究提供参考。
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[20]Mor-Barak M E and Cherin D A.A tool to expand organizational understanding of workforce diversity:Exploring a measure of inclusion-exclusion[J].Administration in Social Work,1998,22(1):47-64.
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[26]Ryan J.Inclusive leadership and social justice for schools[J].Leadership and Policy in Schools,2006,5(1):3-17.
[27]Shore L M,Randel A E,Chung B G,et al.Inclusion and diversity in work groups:A review and model for future research[J].Journal of Management,2011,37(4):1262-1289.
[28]Tajfel H and Turner J C.The social identity theory of intergroup behavior[A].Worchel S and Austin W(Eds.).Psycho-logy of intergroup relations[C].Chicago:Nelson Hall,1986:7-24.
[29]Temple J B and Ylitalo J.Promoting inclusive(and dialogic)leadership in higher education institutions[J].Tertiary Education and Management,2009,15(3):277-289.
[30]Uhl-Bien M.Relational leadership theory:Exploring the social processes of leadership and organizing[J].Leadership Quarterly,2006,17(6):654-676.
[31]Vitello S J and Mithaug D E.Inclusive schooling:National and international perspectives[M].Mahwah NJ:Lawrence Erlbaum,1998.
[32]Wasserman I C,Gallegos P V and Ferdman B M.Dancing with resistance:Leadership challenges in fostering a culture of inclusion[A].Thomas K M(Ed.).Diversity resistance in organizations[C].New York:Taylor&Francis Group/Lawrence Erlbaum,2008:175-200.
[2]Avery D R,McKay P F,Wilson D C,et al.Attenuating the effect of seniority on intent to remain:The role of perceived inclusiveness[R].Academy of Management Conference,2008.
[3]Barak M E M,Cherin D A and Berkman S.Organizational and personal dimensions in diversity climate ethnic and gender differences in employee perceptions[J].Journal of Applied Behavioral Science,1998,34(1):82-104.
[4]Barak M E M and Cherin D A.A tool to expand organizational understanding of workforce diversity:Exploring a measure of inclusion-exclusion[J].Administration in Social Work,1998,22(1):47-64.
[5]Barak M E M,Findler L and Wind L H.Diversity,inclusion,and commitment in organizations:International empirical explorations[J].Journal of Behavioral and Applied Management,2001,2(2):70-91.
[6]Barak M E M and Levin A.Outside of the corporate mainstream and excluded from the work community:A study of diversity,job satisfaction and well-being[J].Community,Work&Family,2002,5(2):133-157.
[7]Brewer M B.Optimal distinctiveness theory[A].Van LangeP A M,Kruglanski A W and Higgins E T(Eds.).Handbook of theories of social psychology[C].Lodon:Sage,2010,2:63-113.
[8]Carmeli A,Reiter-Palmon R and Ziv E.Inclusive leadership and employee involvement in creative tasks in the workplace:The mediating role of psychological safety[J].Creativity Research Journal,2010,22(3):250-260.
[9]Cho S and Mor-Barak M E.Understanding of diversity and inclusion in a perceived homogeneous culture:A study of orga-nizational commitment and job performance among Korean e-mployees[J].Administration in Social Work,2008,32(4):100-126.
[10]Devecchi C and Nevin A.Leadership for inclusive schools and inclusive school leadership[A].Normore A H(Ed.).Advances in educational administration[C].Bingley,UK:Eme-rald Group Publishing,2010,11:211-241.
[11]Drath W.The deep blue sea:Rethinking the source of leadership[M].San Francisco:Jossey-Bass,2001.
[12]Findler L,Wind L H and Barak M E M.The challenge of workforce management in a global society:Modeling the relationship between diversity,inclusion,organizational culture,and employee well-being,job satisfaction and organizational commitment[J].Administration in Social Work,2007,31(3):63-94.
[13]Granados A C and Kruse F.Implementing changes in the head teacher role:Adaptation of strategic leadership style in inclusive school settings[J].International Journal of Leadership in Public Services,2011,7(4):287-303.
[14]Hirak R,Peng A C,Carmeli A,et al.Linking leader inclusiveness to work unit performance:The importance of psychological safety and learning from failures[J].Leadership Quarterly,2012,23(1):107-117.
[15]Hollander E.Inclusive leadership:The essential leader-follower relationship[M].Boca Raton,FL:CRC Press,2009.
[16]Hope P L,Ledford Jr G E and Albers M S.Demographic dissimilarity and workplace inclusion[J].Journal of Management Studies,1999,36(7):1013-1031.
[17]Howard J,Shaw E K,Felsen C B,et al.Physicians as inclusive leaders:Insights from a participatory quality improvement intervention[J].Quality Management in Healthcare,2012,21(3):135-145.
[18]Lirio P,Lee M D,Williams M L,et al.The inclusion challenge with reduced-load professionals:The role of the manager[J].Human Resource Management,2008,47(3):443-461.
[19]Miller F A.Strategic culture change:The door to achieving high performance and inclusion[J].Public Personnel Management,1998,27(2):151-60.
[20]Mor-Barak M E and Cherin D A.A tool to expand organizational understanding of workforce diversity:Exploring a measure of inclusion-exclusion[J].Administration in Social Work,1998,22(1):47-64.
[21]Nembhard I M and Edmondson A C.Making it safe:The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams[J].Journal of Organizational Behavior,2006,27(7):941-966.
[22]Nishii L H and Mayer D M.Do inclusive leaders help to reduce turnover in diverse groups?The moderating role of leader-member exchange in the diversity to turnover relationship[J].Journal of Applied Psychology,2009,94(6):1412.
[23]Rayner S G.Complexity,diversity and management:Some reflections on folklore and learning leadership in education[J].Management in Education,2008,22(2):40-46.
[24]Rayner S.Educational diversity and learning leadership:A proposition,some principles and a model of inclusive leadership?[J].Educational Review,2009,61(4):433-447.
[25]Roberson Q M.Disentangling the meanings of diversity and inclusion in organizations[J].Group&Organization Management,2006,31(2):212-236.
[26]Ryan J.Inclusive leadership and social justice for schools[J].Leadership and Policy in Schools,2006,5(1):3-17.
[27]Shore L M,Randel A E,Chung B G,et al.Inclusion and diversity in work groups:A review and model for future research[J].Journal of Management,2011,37(4):1262-1289.
[28]Tajfel H and Turner J C.The social identity theory of intergroup behavior[A].Worchel S and Austin W(Eds.).Psycho-logy of intergroup relations[C].Chicago:Nelson Hall,1986:7-24.
[29]Temple J B and Ylitalo J.Promoting inclusive(and dialogic)leadership in higher education institutions[J].Tertiary Education and Management,2009,15(3):277-289.
[30]Uhl-Bien M.Relational leadership theory:Exploring the social processes of leadership and organizing[J].Leadership Quarterly,2006,17(6):654-676.
[31]Vitello S J and Mithaug D E.Inclusive schooling:National and international perspectives[M].Mahwah NJ:Lawrence Erlbaum,1998.
[32]Wasserman I C,Gallegos P V and Ferdman B M.Dancing with resistance:Leadership challenges in fostering a culture of inclusion[A].Thomas K M(Ed.).Diversity resistance in organizations[C].New York:Taylor&Francis Group/Lawrence Erlbaum,2008:175-200.
引用本文
朱瑜, 钱姝婷. 包容型领导研究前沿探析与未来展望[J]. 外国经济与管理, 2014, 36(2): 55–64.
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