Research On The Structural Measurement?Formation Mechanism And Effect Of Positive Leadership

Huawei started from ?20,000 in 1987 to a total revenue of nearly ?700 billion in2018,breaking the $100 billion mark for the first time,thus making Huawei a $100 billion company.The arrival of the 5G era marks Huawei's international leadership in technology standards,patents,equipment(base station equipment,optical communication equipment),protocol support,etc.;it marks Huawei's mastery of the right to formulate a new generation of mobile standards;it marks Huawei's standing at the top of the industry chain in the communications industry Huawei's growth and transformation Huawei's growth and transformation is not only a symbol of Made in China and the pride of Chinese enterprises,but also leads the development of the world's communications industry.These remarkable achievements of Huawei are inseparable from Ren Zhengfei's extraordinary management ideas,business philosophy and leadership behaviors.Ren Zhengfei's leadership behavior of leading the company out of the trough and into success,discovering the company's strengths,building on its strengths,and not being afraid to give up in the face of difficulties,and not forgetting the original intention,is known as positive leadership behavior.Positive leadership behavior is also known as positive leadership.Positive leadership is a positive leadership behavior in which the leader focuses on the strengths,capabilities,and potential of the organization and its members,fosters their orientation toward goodness(virtue),and helps the organization and its members achieve extraordinary,amazing,and beyond-expected accomplishments.The academic community has paid extra attention to positive leadership,and although some research results have been achieved in the measurement of positive leadership,the formation of positive leadership,and the impact outcomes of positive leadership,the following deficiencies remain.(1)Failure to measure positive leadership from the perspective of how to establish Everest goalsIn the existing dimensional measurement of "establishing and achieving Everest goals",the key elements of what kind of goals to establish and how to establish them have been neglected,which is not conducive to the achievement of Everest goals,nor to the in-depth understanding and testing of positive leadership by academics,and it is difficult to provide practical and effective guidance for the management practice of positive leadership.(2)Failure to Measure Positive Leadership from the Perspective of Effective Achievement of Everest GoalsIn the existing questions of "Establishing and achieving Everest goals",the most essential elements of achieving goals are ignored,which is not conducive to the achievement of Everest goals,the accurate understanding of positive leadership in the academic community,and the strong theoretical basis for the management practice of positive leadership.(3)Lack of research on the dynamic mediating mechanism through which the cognitive-emotional processing system reveals the influence of mental toughness on the formation of positive leadershipBecause positive leadership is a dynamic behavior,studying positive leadership requires dynamic analysis over time.However,current research based on positive leadership has ignored its dynamic nature.The Cognitive Affective Processing System(CAPS)is activatable,dynamic and a direct determinant of behavior.Therefore,CAPS is an important way to reveal the dynamics of mental toughness that influence positive leadership formation.However,in the current study,this important pathway of action has been ignored,which is not conducive to the study of the dynamic influence mechanism of mental toughness on positive leadership and the comprehensive understanding and mastery of positive leadership formation.(4)Lack of research on the mechanisms of positive leadership on job performance,and even more so on the mechanisms of positive leadership on innovation performance and organizational citizenship behaviorMost of the previous studies on the impact of positive leadership on job performance have focused on the direct impact of positive leadership on job performance,and there is a lack of research on the mechanisms of positive leadership on job performance,and even more on the mechanisms of positive leadership on innovation performance and organizational citizenship behavior in job performance.However,research on the mechanisms of positive leadership effects on job performance not only deepens the knowledge of positive leadership effects on job performance and enriches the theoretical research on positive leadership effects,but also enables leaders in organizations to effectively control the effects of positive leadership on job performance using the identified mediating mechanisms and boundary conditions.More importantly,since the primary goal of active leadership is to help organizational members achieve extraordinary performance,which is better reflected in the innovation performance of job performance,and extraordinary performance can be achieved only with the input of extra-role performance,which is fully reflected in the organizational citizenship behavior dimension of job performance.However,the existing research lacks the mechanism of the impact of active leadership on innovation performance and organizational citizenship behavior,which is not conducive to enriching the theoretical study of active leadership and is difficult to effectively guide management practice.(5)Lack of research on the dynamic,cross-level,and mixed methods of active leadershipThe existing research on active leadership is more static and cross-sectional.However,positive leadership is a dynamic behavior.However,current research has neglected the acquisition of dynamic data.At the same time,the research on positive leadership is more focused on the individual level,ignoring the application of multi-level and cross-level analysis,which is not conducive to a more comprehensive understanding of the formation and effects of positive leadership.Based on the above research deficiencies,the research in this paper is to(1)revise the measurement scale of positive leadership(Sub-study 1);(2)reveal the dynamic formation mechanism of positive leadership from the perspective of mental toughness(Sub-study 2);and(3)reveal the mechanism of the effect of positive leadership on innovation performance and organizational citizenship behavior from the perspective of the effect of influence(Substudy 3).This paper adopts a combination of qualitative and quantitative research methods.For sub-study 1,firstly,through relevant literature review and in-depth interviews of 35 leaders,the connotation and dimensions of positive leadership were identified and scale items were generated,after which a second questionnaire survey was conducted to optimize the scale items by obtaining 233 valid questionnaires and 325 valid questionnaires,and finally the revised scale was The revised scale was validated with 325 valid questionnaires.For substudy 2,a formal survey was conducted on the basis of the pre-survey.A total of 286 valid questionnaires were obtained through self-assessment,two time periods,and four-week intervals.For sub-study 3,a formal survey was conducted on top of the pre-survey.The formal survey was conducted with team supervisors and direct employees of the company,and a total of 248 sets of valid questionnaires were obtained from 61 teams through a combination of self-assessment and other assessment,two time periods,and four-week intervals for each time period.The findings of this paper(1)measure positive communication,positive meaning,discovering strengths,and true optimism."(2)mental toughness is an important antecedent variable contributing to the formation of positive leadership;(3)positive emotions and selfregulation ability can reveal the mediating mechanism of mental toughness contributing to the formation of positive leadership;(4)inter-organizational competition is a boundary condition of mental toughness contributing to the formation of positive leadership;(5)innovative performance and organizational(5)innovation performance and organizational citizenship behavior are important outcome variables of positive leadership;(6)leadership identity reveals the mediating mechanism of the role of positive leadership on innovation performance and the mediating mechanism of the role of positive leadership on organizational citizenship behavior;(7)proactive personality is an important boundary condition between the relationship between positive leadership and leadership identity.The theoretical contributions of this paper include(1)revising the measure of active leadership;(2)verifying the significant positive effect of mental toughness on active leadership;(3)revealing the dynamic mediating mechanism of the effect of mental toughness on active leadership;(4)identifying the boundary conditions for the existence of the dynamic mediating mechanism between mental toughness and active leadership;(5)verifying the positive effect of active leadership on innovation performance and organizational citizenship behavior;and(6)revealing the mechanism of the effect of active leadership on innovation performance and organizational citizenship behavior.The theoretical significance of this paper is reflected in(1)deepening the understanding of the concept and connotation of positive leadership;(2)supplementing the research on the formation mechanism of positive leadership;(3)increasing the research on the effect of positive leadership;(4)expanding the application of theories such as cognitive affective processing system(CAPS),trait activation theory and social cognition.Meanwhile,the findings of this paper range from(1)"positive communication","positive meaning","finding strengths" and "genuine optimism " screening and fostering positive leadership behaviors;(2)improving leaders' mental toughness,which leads to positive leadership behaviors;(3)improving positive emotions and self-regulation ability mediating effects,which help to enhance the impact of mental toughness on positive leadership;(4)improving leadership identity,which helps to enhance the impact of positive leadership on employees' innovative performance and organizational citizenship behaviors;(5)The aspects of high proactive personality of employees,which contributes to the enhancement of their identification with positive leadership,which in turn contributes to the enhancement of employees' innovative performance and organizational citizenship behavior,provide a theoretical basis for enterprises(organizations)to identify and cultivate positive leaders,motivate employees to achieve extraordinary performance,and help enterprises achieve extraordinary goals.