时间：11月23日（星期三）下午14:00-15:30

地点：腾讯会议 348 269 189

报告人：复旦大学吴冬媛 讲师

主讲人简介： 吴冬媛，复旦大学12BET企业管理系讲师。博士毕业于密歇根州立大学人力资源与劳工关系学院。在 J  ournal of International Business Studies  、  Personnel Psychology、Journal of Management、Human Recourse Management Review 等期刊发表多篇文章，多次参与 Academy of Management 等年会并做报告。研究和学术观点被文汇报、福布斯等国内外媒体报道。研究方向包括组织行为与人力资源，领导力，多元化与包容性，跨文化管理，零工劳动者等。

报告内容简介：

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.

（承办：组织与人力资源管理系、科研与学术交流中心）