Principal speaker
Professor Xu Huang, Hong Kong Polytechnic University
Abstract: Drawing from the implicit leadership theory (Brown & Lord, 2001; Lord, Forti, & de Vader, 1984), this study examined a J-shaped curvilinear relationship between participative leadership and performance, suggesting that participative leadership was unrelated to employee performance when participative leadership was below a moderate level (i.e. a threshold); above this threshold, higher participative leadership was related to higher employee performance.
Building on the adaptive resonance theory (ART; Grossberg, 1999), a variant of implicit leadership theory, we hypothesised that leaders’ information-sharing behaviour would moderate this curvilinear relationship.
We tested this model using three independent samples (Study 1: office administrators; Study 2: agents at call centres and sales representatives; Study 3: factory workers).
Results across three studies revealed that this curvilinear relationship was particularly pronounced when leaders’ information sharing was high and weak when information sharing was low.
Study 2 also found a curvilinear relationship between participative leadership and organisational commitment that was moderated by information sharing.
Finally, Study 3 showed that the interactive effect of participative leadership and information sharing on objective work performance was mediated by perceived leadership effectiveness.
Speaker: Xu Huang received his PhD from the University of Groningen (the Netherlands), MA from Lancaster University (UK) and Honours Diploma from the Lingnan University (Hong Kong).
Currently, he is Professor of Management at the Department of Management and Marketing, the Hong Kong Polytechnic University.
Since 2010 he has served as an Adjunct Professor in the Centre for Work, Organisation and Wellbeing, Griffith University. He has also been appointed as a Visiting Chair Professor in Shanghai University of Finance and Economics since 2012.
Professor Huang’s research interests include leadership, employees’ well-being and emotions, cross-cultural organisational psychology and management issues in China. He has published more than 50 papers in the last 10 years in international journals including Academy of Management Journal, Journal of Applied Psychology, Journal of International Business Studies, Journal of Management, Leadership Quarterly and Journal of Organizational Behaviour.
Professor Huang has been active in international and regional research communities. He is the Senior Editor of the Asia Pacific Journal of Management and the member of editorial board for Management and Organization Review. He has been reviewer for a number of international journals such as Academy of Management Journal, International Journal of Business Studies, Journal of Organizational Behaviour, Human Relations and Journal of Management Studies.
He is now a board member of the International Association of Chinese Management Research and is one of the co-chairs of the IACMR research Committee
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