Baiyin Yang
Biographic Data
| ID | 4192938 |
|---|---|
| NAME | Baiyin Yang |
| GIVEN NAMES | Baiyin |
| FAMILY NAME | Yang |
| SIGNATURE | YANG B |
| AFFILIATIONS | Tsinghua University |
| ORCID | 0000-0002-8641-9907 |
| VERIFIED | Yes |
| TOTAL WORKS | 15 |
| TOTAL CITATIONS | 17 |
| WORKS AS AUTHOR | 15 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1998 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 3 |
Is a creative leader always helpful? A dependency perspective on the relationship between leader creativity and follower creativity
Prior studies draw on social learning theory to argue a positive relationship between leader creativity and follower creativity, lending support to the directing approach of leading for creativity. However, our study aims to provide a more comprehensive understanding for this approach by also exploring the negative effects of leader creativity on follower creativity, particularly from a dependency perspective. We investigated the mechanisms and b…
Gender differences in the relationships between work-to-family conflict and satisfaction among dual-earner spouses
The study explores how gender affects the relationships linking work-to-family conflict to job and life satisfaction among dual-earner spouses. Data were collected from 157 paired Chinese managers and their spouses. Our findings supported a pattern of gender asymmetry in both the within-person effect and the crossover effect. For the within-person effect, we found the relationship between work-to-family conflict and job satisfaction was negative …
The double-edged sword effects of leader workaholism on team performance
Currently, workaholic leaders are prevalent in the workplace, and the relevant research has substantially increased. However, regarding the effectiveness of leader workaholism, researchers have found inconsistent and even contradictory results. In addition, prior research has mostly centered on the effects of leader workaholism at the employee or firm level while ignoring its impacts at the team level. To address these gaps, the current research …
LMX Differentiation and Voice Behavior
The purpose of this article is to investigate how and when leader–member exchange (LMX) differentiation influences employees’ voice behavior by examining trust as a psychological process and two types of leader power as opposite moderators. Based on a sample of 61 teams from an energy corporation in China, we tested a moderated mediation model using multilevel structural equation modeling. The results show that LMX differentiation is negatively r…
From idea endorsement to idea implementation
Endorsing employee voice is one thing; implementation of endorsed ideas is another. Although organizational research has paid increasing attention to examining managers’ psychological endorsement of employee voice, the factors that can affect managers’ actual implementation of endorsed employee voice remain unclear. Drawing on the theory of planned behavior, we develop a conceptual model of managerial voice implementation and conceptualize it as …
Source attribution matters
On the basis of the source attribution perspective of work–family conflict, this study aims to first test whether threat to the family role mediates the relationship between work‐to‐family conflict and job satisfaction. We then examine boundary conditions of the source attribution perspective by drawing on boundary management and gender role orientation theories to examine whether role segmentation enactment and gender role orientation moderate t…
Leaders' sense of power and team performance
Organizational behavior researchers have typically focused on role- or structure-based power, such as hierarchical status and position in the social network. In contrast, we examined the psychological experience of power in organizations. Our purpose was to determine how and when a team leader's subjective sense of power is beneficial in an organizational context. Data were collected from 70 work teams using a 2-wave design to test the proposed m…
Power, interactional justice, and hard influence tactics
We investigated how an individual's perception of interactional injustice interacts with a target's position power in determining that individual's decision to use hard influence tactics, and if this choice is influenced by the cultural factor of power distance. Our hypothesis was that China's high-power-distance culture, in which a target is in a position in which he or she possesses a high degree of power, would deter mistreated individuals fro…
How Leaders’ Transparent Behavior Influences Employee Creativity
The present study examines whether and why leaders’ transparent behavior influences employee creativity. Field survey data from 51 teams and 199 employees in a large IT company located in China showed that both psychological safety and ability to focus attention mediated the positive relationship between leaders’ transparent behavior and employee creativity. Furthermore, leaders’ transparent behavior was found to be positively related to employee…
Leader–member exchange differentiation and team creativity
Although substantial knowledge regarding the antecedents and outcomes of leader–member exchange (LMX) differentiation has been accumulated, numerous questions related to this topic remain underexplored. To enhance the understanding of LMX differentiation and team-focused outcomes, this study proposed that LMX differentiation has a curvilinear relationship with team creativity and that team LMX quality (represented by the LMX median in this study)…
The Effect of Leader Emotional Intelligence on Group Performance and Employee Attitude
摘要
Roles of Creative Process Engagement and Leader–Member Exchange in Critical Thinking and Employee Creativity
We examined the contingent value of individuals' critical thinking on their creativity at work by focusing on the generation of, process of, and solutions found, in developing novel and useful ideas. To extend previous research emphasizing individual characteristics, such as personality traits, we focused on the value of individuals' critical thinking and its impact on creativity. In the pretest, 442 employees completed a critical thinking questi…
Structure and mechanism of organizational cultural identification in a Chinese business context
Our goal in this paper was to explore the structure and mechanism of organizational cultural identification. Based on a grounded theory method we interviewed 52 Chinese managers, and 4 dimensions of cultural identification were extracted from the data we gathered. We then developed the Organizational Cultural Identification Scale (OCIS) and pretested this measure with 117 employees. We conducted a field study with 480 employees of 8 Chinese enter…
Power and influence styles in programme planning
This study explores the relationship between adult education practitioners using different styles of power and influence tactics in designing and planning programmes and organizational political contexts. Power and influence styles were identified through cluster analysis: shotgun, tactician, ingratiator, and bystander. The relationship between power and influence style and organizational political contexts was examined
Longitudinal study of participation in adult education
Few studies and theoretical frameworks have treated participation in adult education (PAE) from a longitudinal perspective. This paper presents a theoretical framework which posits that PAE is embedded in the adult developmental process and is an interactive result of individual internal and external forces. These forces can be further explained by several variables that have been revealed to be significant to PAE in the literature. The proposed …
From idea endorsement to idea implementation
Endorsing employee voice is one thing; implementation of endorsed ideas is another. Although organizational research has paid increasing attention to examining managers’ psychological endorsement of employee voice, the factors that can affect managers’ actual implementation of endorsed employee voice remain unclear. Drawing on the theory of planned behavior, we develop a conceptual model of managerial voice implementation and conceptualize it as …
Source attribution matters
On the basis of the source attribution perspective of work–family conflict, this study aims to first test whether threat to the family role mediates the relationship between work‐to‐family conflict and job satisfaction. We then examine boundary conditions of the source attribution perspective by drawing on boundary management and gender role orientation theories to examine whether role segmentation enactment and gender role orientation moderate t…
Gender differences in the relationships between work-to-family conflict and satisfaction among dual-earner spouses
The study explores how gender affects the relationships linking work-to-family conflict to job and life satisfaction among dual-earner spouses. Data were collected from 157 paired Chinese managers and their spouses. Our findings supported a pattern of gender asymmetry in both the within-person effect and the crossover effect. For the within-person effect, we found the relationship between work-to-family conflict and job satisfaction was negative …
Leader–member exchange differentiation and team creativity
Although substantial knowledge regarding the antecedents and outcomes of leader–member exchange (LMX) differentiation has been accumulated, numerous questions related to this topic remain underexplored. To enhance the understanding of LMX differentiation and team-focused outcomes, this study proposed that LMX differentiation has a curvilinear relationship with team creativity and that team LMX quality (represented by the LMX median in this study)…
LMX Differentiation and Voice Behavior
The purpose of this article is to investigate how and when leader–member exchange (LMX) differentiation influences employees’ voice behavior by examining trust as a psychological process and two types of leader power as opposite moderators. Based on a sample of 61 teams from an energy corporation in China, we tested a moderated mediation model using multilevel structural equation modeling. The results show that LMX differentiation is negatively r…
Longitudinal study of participation in adult education
Few studies and theoretical frameworks have treated participation in adult education (PAE) from a longitudinal perspective. This paper presents a theoretical framework which posits that PAE is embedded in the adult developmental process and is an interactive result of individual internal and external forces. These forces can be further explained by several variables that have been revealed to be significant to PAE in the literature. The proposed …
Longitudinal study of participation in adult education
Few studies and theoretical frameworks have treated participation in adult education (PAE) from a longitudinal perspective. This paper presents a theoretical framework which posits that PAE is embedded in the adult developmental process and is an interactive result of individual internal and external forces. These forces can be further explained by several variables that have been revealed to be significant to PAE in the literature. The proposed …
Power and influence styles in programme planning
This study explores the relationship between adult education practitioners using different styles of power and influence tactics in designing and planning programmes and organizational political contexts. Power and influence styles were identified through cluster analysis: shotgun, tactician, ingratiator, and bystander. The relationship between power and influence style and organizational political contexts was examined
Structure and mechanism of organizational cultural identification in a Chinese business context
Our goal in this paper was to explore the structure and mechanism of organizational cultural identification. Based on a grounded theory method we interviewed 52 Chinese managers, and 4 dimensions of cultural identification were extracted from the data we gathered. We then developed the Organizational Cultural Identification Scale (OCIS) and pretested this measure with 117 employees. We conducted a field study with 480 employees of 8 Chinese enter…
The Effect of Leader Emotional Intelligence on Group Performance and Employee Attitude
摘要
Roles of Creative Process Engagement and Leader–Member Exchange in Critical Thinking and Employee Creativity
We examined the contingent value of individuals' critical thinking on their creativity at work by focusing on the generation of, process of, and solutions found, in developing novel and useful ideas. To extend previous research emphasizing individual characteristics, such as personality traits, we focused on the value of individuals' critical thinking and its impact on creativity. In the pretest, 442 employees completed a critical thinking questi…
How Leaders’ Transparent Behavior Influences Employee Creativity
The present study examines whether and why leaders’ transparent behavior influences employee creativity. Field survey data from 51 teams and 199 employees in a large IT company located in China showed that both psychological safety and ability to focus attention mediated the positive relationship between leaders’ transparent behavior and employee creativity. Furthermore, leaders’ transparent behavior was found to be positively related to employee…
Leader–member exchange differentiation and team creativity
Although substantial knowledge regarding the antecedents and outcomes of leader–member exchange (LMX) differentiation has been accumulated, numerous questions related to this topic remain underexplored. To enhance the understanding of LMX differentiation and team-focused outcomes, this study proposed that LMX differentiation has a curvilinear relationship with team creativity and that team LMX quality (represented by the LMX median in this study)…
Leaders' sense of power and team performance
Organizational behavior researchers have typically focused on role- or structure-based power, such as hierarchical status and position in the social network. In contrast, we examined the psychological experience of power in organizations. Our purpose was to determine how and when a team leader's subjective sense of power is beneficial in an organizational context. Data were collected from 70 work teams using a 2-wave design to test the proposed m…
Power, interactional justice, and hard influence tactics
We investigated how an individual's perception of interactional injustice interacts with a target's position power in determining that individual's decision to use hard influence tactics, and if this choice is influenced by the cultural factor of power distance. Our hypothesis was that China's high-power-distance culture, in which a target is in a position in which he or she possesses a high degree of power, would deter mistreated individuals fro…
Source attribution matters
On the basis of the source attribution perspective of work–family conflict, this study aims to first test whether threat to the family role mediates the relationship between work‐to‐family conflict and job satisfaction. We then examine boundary conditions of the source attribution perspective by drawing on boundary management and gender role orientation theories to examine whether role segmentation enactment and gender role orientation moderate t…
LMX Differentiation and Voice Behavior
The purpose of this article is to investigate how and when leader–member exchange (LMX) differentiation influences employees’ voice behavior by examining trust as a psychological process and two types of leader power as opposite moderators. Based on a sample of 61 teams from an energy corporation in China, we tested a moderated mediation model using multilevel structural equation modeling. The results show that LMX differentiation is negatively r…
From idea endorsement to idea implementation
Endorsing employee voice is one thing; implementation of endorsed ideas is another. Although organizational research has paid increasing attention to examining managers’ psychological endorsement of employee voice, the factors that can affect managers’ actual implementation of endorsed employee voice remain unclear. Drawing on the theory of planned behavior, we develop a conceptual model of managerial voice implementation and conceptualize it as …
The double-edged sword effects of leader workaholism on team performance
Currently, workaholic leaders are prevalent in the workplace, and the relevant research has substantially increased. However, regarding the effectiveness of leader workaholism, researchers have found inconsistent and even contradictory results. In addition, prior research has mostly centered on the effects of leader workaholism at the employee or firm level while ignoring its impacts at the team level. To address these gaps, the current research …
Gender differences in the relationships between work-to-family conflict and satisfaction among dual-earner spouses
The study explores how gender affects the relationships linking work-to-family conflict to job and life satisfaction among dual-earner spouses. Data were collected from 157 paired Chinese managers and their spouses. Our findings supported a pattern of gender asymmetry in both the within-person effect and the crossover effect. For the within-person effect, we found the relationship between work-to-family conflict and job satisfaction was negative …
Is a creative leader always helpful? A dependency perspective on the relationship between leader creativity and follower creativity
Prior studies draw on social learning theory to argue a positive relationship between leader creativity and follower creativity, lending support to the directing approach of leading for creativity. However, our study aims to provide a more comprehensive understanding for this approach by also exploring the negative effects of leader creativity on follower creativity, particularly from a dependency perspective. We investigated the mechanisms and b…
Psychology (15 works) · Social Psychology (13 works) · Job Satisfaction and Organizational Behavior (12 works) · Social Psychology (12 works) · Computer Science (5 works) · Political science (5 works) · Creativity (4 works) · Power (physics (4 works) · Sociology (4 works) · Economics (3 works)