時間：11月23日（星期三）下午14:00-15:30
地點：騰訊會議 348 269 189
報告人：復旦大學吳冬媛 講師
主講人簡介： 吳冬媛，復旦大學偉德國際1946bv官網企業管理系講師。博士畢業于密歇根州立大學人力資源與勞工關系學院。在 J ournal of International Business Studies 、 Personnel Psychology、Journal of Management、Human Recourse Management Review 等期刊發表多篇文章，多次參與 Academy of Management 等年會并做報告。研究和學術觀點被文匯報、福布斯等國內外媒體報道。研究方向包括組織行為與人力資源，領導力，多元化與包容性，跨文化管理，零工勞動者等。
報告內容簡介：
Prior research is equivocal about whether leadership is more effective when it matches typical cultural practices (the cultural congruence argument) or compensates for ‘‘ineffective’’ cultural practices (the cultural compensation argument). We propose that a more nuanced answer to the congruence-versus-compensation debate requires the joint consideration of leadership, culture, and task contexts. A meta-analysis of 460 field samples of transformational leadership (N = 124,646) and 139 field samples of transactional leadership (N = 38,327) across 53 cultures revealed three key results: First, both transformational and transactional leadership universally relate positively to follower performance outcomes. The strength of these relationships ranges between 0.25 and 0.39 for transformational leadership and between 0.12 and 0.24 for transactional leadership. Second, the positive effects of transformational leadership on convergent performance outcomes are more pronounced in cultures characterized by norms of vertical differentiation (including high power distance) and harmony (including collectivism), consistent with the cultural congruence perspective. Third, the positive effects of transactional leadership on divergent performance outcomes are more pronounced in cultures characterized by norms of low performance-focus (including low uncertainty avoidance), consistent with the cultural compensation perspective. We discuss the implications of these findings for transformational and transactional leadership research and practice.
（承辦：組織與人力資源管理系、科研與學術交流中心）
