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The OB/HR CEIBS 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. 


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.

Welcome by Tae-Yeol Kim, Chair of the OB/HR Dept

Opening address by Prof. Weijiong Zhang, Co-Dean, CEIBS

 

9:10-10:50 a.m.

 

 

 

 

 

Leading for Proactivity

Chair: Sebastian Schuh (CEIBS)

Sharon K. Parker (Curtin University)

Leading for proactivity and wise proactivity: Some findings and new directions

Wu Liu (Hong Kong Polytechnic University)

Some anger works, some anger hurts: Leader’s display of anger and employee proactive behaviour

Discussant: Zhijun Chen (Shanghai University of Finance and Economics)

 

10:50-11:05 a.m.

Break

 

11:05-12:30 p.m.

Leading for Employee Voice

Chair: Byron Lee (CEIBS)

Troy A. Smith (University of Nebraska-Lincoln)

A follower-centric perspective on empowering leadership: The role of employee voice

Jian Liang (Tongji University)

Employee voice and ostracism in teams: When does team innovation hurt?

Discussant: Jiang Yuan (Shanghai Jiao Tong University)

 

12:30-2:00 p.m.

Lunch

 

2:00-3:45 p.m.

Leading for Creative Performance

Chair: Emily David (CEIBS)

Yaping Gong (Hong Kong University of Science and Technology)

Narcissistic and humble leadership in team potency and creativity: A tale of two styles

Chi-Ying Cheng (Singapore Management University)

Women in business: Gender-professional identity integration (G-PII) and creativity

Aichia Chuang (National Taiwan University)

Enhancing the creativity of employees’ ideas: A quasi-experimental investigation of rewards, choice, and personality

Discussant: Tae-Yeol Kim (CEIBS)

 

3:45-4:00 p.m.

Break

 

4:00-5:00 p.m.

Workshops

 

 

Moderator

Experts

1

Leading for proactivity

Michelle Zheng

Sharon Parker

Wu Liu

2

Leading for employee voice

Larry Farh

Troy Smith

Jian Liang

3

Leading for creative performance

Flora Chiang

Yaping Gong

Chi-Ying Cheng

Aichia Chuang

Location:

CEIBS Shanghai Campus - 699, Hongfeng Road, Shanghai, 201206

Hotel:

We have reserved a limited number of rooms on the CEIBS 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

The purpose of the workshops during the symposium is to facilitate networking between participants with common interests, to identify potential avenues for future research, and to facilitate collaborative research. The aim is to have an open discussion in order to identify frontiers for future research within the scope of the theme of the group. Each group will have a facilitator and experts from the earlier sessions. All participants will get the opportunity to introduce their interests and structure the subsequent discussion. Experts will provide comments on the emergent ideas and will help identify common themes and challenges in the area.




 

?  Abstracts ?

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:

Employee voice and ostracism in teams: When does team innovation hurt?

Presenter:

Jian Liang

Abstract:

Making constructive suggestions is the essential first step in any innovation process. However, there is evidence that team members occasionally withhold their improvement-oriented suggestions, fearing that speaking up may hurt their relationships with their co-workers. Yet surprisingly, no empirical studies have ever been conducted to validate this connection between voice and its negative interpersonal outcome, nor to unravel the underlying mechanisms and boundary conditions. Drawing upon self-protection perspective, we propose that a voice champion is likely to be ostracised by another co-worker because voice behaviour poses an image-threat to the co-worker. This relationship is enhanced when the co-worker interprets voice behaviour as driven by the voicer’s self-enhancement motive, or they are embedded in a high competitive climate. Furthermore, team innovation suffers where group members who speak up have a greater propensity to be ostracised by their peers. Using a scenario-based experimental study and a time-lagged survey study, we found support for our hypotheses. Implications, limitations as well as future directions are 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 Chaung

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.