The Role of Leadership in Human Resource Management
Perspectives and Evidence from China
- 284 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
The Role of Leadership in Human Resource Management
Perspectives and Evidence from China
About this book
This book underscores the crucial link between leadership and human resource management (HRM) and their collective impact on organizational outcomes. It highlights the need for integrating research in both fields to fully understand their effects at organizational, team, and individual levels. The interaction between leadership and HRM, which can either complement or substitute for one another, is beginning to be explored in recent studies. Specifically, the book points out the relevance of cultural, institutional, and historical contexts in the Asia Pacific, particularly in China, where Western models may not capture the unique aspects of leadership and HRM. It discusses the significance of paternalistic leadership and specific HRM practices in China, emphasizing their implications for performance.
The book argues for the importance of examining these interactions comprehensively, suggesting that a combined study of leadership and HRM, across different levels and contexts, presents valuable research avenues. The twelve chapters in this volume offers insights into leadership and HRM in China, showcasing a variety of leadership behaviours and HRM practices.
The chapters in this book were originally published as a special issue of Asia Pacific Business Review.
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Information
Table of contents
- Cover
- Half Title
- Title Page
- Copyright Page
- Table of Contents
- Citation Information
- Notes on Contributors
- Introduction – The role of leadership in human resource management: perspectives and evidence from China
- 1 How does family-supportive supervision influence work-family conflict in China? The role of boundary control and empowerment-focused HRM
- 2 Two sources of influence: a conditional trickle-down model of service performance in China
- 3 Evolution path and critical influencing factors of performance management system: a longitudinal case study in China
- 4 Do grateful employees take charge more in China? A joint moderating effect model
- 5 Power distance orientation and perceived insider status in China: a social identity perspective
- 6 The impact of flexibility-oriented HRM systems on innovative behaviour in China: a moderated mediation model of dualistic passion and inclusive leadership
- 7 The influence of the fit between strategic human resource management and CEO strategic leadership behaviours on organizational effectiveness in China
- 8 Forming managers’ exploitation and exploration from the interplay of managers’ formal and informal networks in China: a moderated mediation model
- 9 Effects of high-performance work system on team ambidexterity in China: a dual path model based on emergence perspective
- 10 Motivation and hindrance: the mixed blessing of paradoxical leader behaviour for workplace creativity in China
- 11 Innovation-oriented HRM, TMT reflexivity and organizational change in China: the moderated mediation effect of CEO leader mindfulness
- 12 Leadership mindsets, cultural norms and organizational resilience in China: the moderating effect of supportive human resource practices
- Index