Zhongnan Jiang
Biographic Data
| ID | 4385819 |
|---|---|
| NAME | Zhongnan Jiang |
| GIVEN NAMES | Zhongnan |
| FAMILY NAME | Jiang |
| SIGNATURE | JIANG Z |
| AFFILIATIONS | Shanghai University of Finance and Economics |
| ORCID | 0000-0002-0160-4135 |
| VERIFIED | Yes |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 7 |
| AUTHOR COUNT | 4 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2018 |
| LATEST PUBLICATION YEAR | 2023 |
| H-INDEX | 1 |
Conflict and cooperation within police units
Multisource survey data were collected from 105 police managers and 534 of their subordinates to assess the influence of manager inclusiveness on unit-level relational conflict and interpersonal helping behaviour. The analysis shows a negative relationship between relational conflict and helping behaviour and between manager inclusiveness and relational conflict. We also observe the negative link between manager inclusiveness and relational confl…
Does Bureaucracy Diminish Inclusion? Evidence from a County Government
This article examines the influence of bureaucratic structure on a public employee’s sense of inclusion. We argue that bureaucratic structure influences inclusion by accentuating or minimizing status differences. To test this argument, we investigate three types of bureaucratic structure: centralization, hierarchy, and span of control, all expected to lower inclusion, and “green tape,” or effective organizational rules, expected to increase inclu…
Managerial Practice and Diversity Climate
Diversity climate—shared employee perceptions of the extent to which an organization is inclusive and fair—is of increasing interest to public administration scholars . While research has linked diversity climate to a range of employee and organizational outcomes , less is known about how common managerial practices affect diversity climate . This article addresses this gap by examining three such practices: workplace voice , centralized decision…
How empowering leadership reduces employee silence in public organizations
The intentional withholding of critical work‐related information can have serious negative consequences in public organizations. Yet, few studies have examined why public employees intentionally remain silent about problems and how to prevent such behaviour. This article provides insights into how managers may lower employee silence in government organizations. We develop a model that suggests that empowering leadership by frontline supervisors r…
How empowering leadership reduces employee silence in public organizations
The intentional withholding of critical work‐related information can have serious negative consequences in public organizations. Yet, few studies have examined why public employees intentionally remain silent about problems and how to prevent such behaviour. This article provides insights into how managers may lower employee silence in government organizations. We develop a model that suggests that empowering leadership by frontline supervisors r…
How empowering leadership reduces employee silence in public organizations
The intentional withholding of critical work‐related information can have serious negative consequences in public organizations. Yet, few studies have examined why public employees intentionally remain silent about problems and how to prevent such behaviour. This article provides insights into how managers may lower employee silence in government organizations. We develop a model that suggests that empowering leadership by frontline supervisors r…
Managerial Practice and Diversity Climate
Diversity climate—shared employee perceptions of the extent to which an organization is inclusive and fair—is of increasing interest to public administration scholars . While research has linked diversity climate to a range of employee and organizational outcomes , less is known about how common managerial practices affect diversity climate . This article addresses this gap by examining three such practices: workplace voice , centralized decision…
Conflict and cooperation within police units
Multisource survey data were collected from 105 police managers and 534 of their subordinates to assess the influence of manager inclusiveness on unit-level relational conflict and interpersonal helping behaviour. The analysis shows a negative relationship between relational conflict and helping behaviour and between manager inclusiveness and relational conflict. We also observe the negative link between manager inclusiveness and relational confl…
Does Bureaucracy Diminish Inclusion? Evidence from a County Government
This article examines the influence of bureaucratic structure on a public employee’s sense of inclusion. We argue that bureaucratic structure influences inclusion by accentuating or minimizing status differences. To test this argument, we investigate three types of bureaucratic structure: centralization, hierarchy, and span of control, all expected to lower inclusion, and “green tape,” or effective organizational rules, expected to increase inclu…
Economics (4 works) · Political science (4 works) · Business (3 works) · Gender Diversity and Inequality (3 works) · Management (3 works) · Nonprofit Sector and Volunteering (3 works) · Psychology (3 works) · Public Policy and Administration Research (3 works) · Public relations (3 works) · Social Psychology (3 works)