28th International Congress of Psychology August 8 ... - U-netSURF

5028.56 Female and male constructions of work stress, Eva Torkelson, Department of
Psychology, Lund University, Sweden, Sweden
In the study an alternative approach to consider gender related stress was used. Stress was
regarded as a socially constructed and collective phenomenon and the focus was on the social
context of work. The aim of the current study was to gain knowledge about the different
discourses of stress for women and men at work. Group interview data from 15 groups of male
employees at a male dominated department were compared to 15 groups of female employees at a
female dominated department in a large Swedish telecom company. The results were compared
concerning differences and similarities across gender.
5028.57 Empirical research on team mental model in organizational context, Xiaojun Lv, Dept
of Public Administration, Shanghai Jiao Tong University, China
The theory of learning organization has received much research scrutiny during recent decades.
The way to construct a learning organization is gaining lots of concern from both theoretical and
practical fields. The research explored team mental model in organizational context and its
relations with organizational performance and outputs. The organizational difference of team
mental model was found among the five samples. At last, the team mental model as a strategy to
construct a learning organization was also discussed.
5028.58 Leading organizational change through culture: A model of leader- culture fit,
Changjiang Xu 1 , Kan Shi 2 , 1 School of Educational Science and Technology, Zhejiang Normal
University, China, 2 Center for Social & Economic Behavior, Institute of Psychology, Chinese
Academy of Sciences, China
Although there was general recognition that leadership was important for organizational culture,
little attention had been paid to interaction between leadership and culture in the existing research.
The study presented a model of Leader-Culture fit and showed how a leader impacted
organizational change through organizational culture. Unlike the common thought of interactional
psychology, we suggested that there was an “optimal incongruence” of values between leader and
organization, and it might promote organizational change and growth. The different types of
leader- culture fit and their implications for future research and practice were also discussed.
5028.59 The dimensionality of leader-member exchange: An empirical study in the People’s
Republic of China, Xuefeng Liu, Hui Wang, Guanghua school of Management, Peking
University, China
Leader-member Exchange (LMX) has been considered as a significant variable to predict work
outcomes of employees, such as job performance, organizational citizenship behavior (OCB), and
organizational commitment in the organizational behavior literature. However, its construct and
dimensionality remain one of the unresolved problems related to this research line. Using an
inductive approach, we investigated the dimensionality of LMX in the organizational context of
the People’s Republic of China, which is embedded in a strong collectivistic culture. These items
were subjected to a rigorous content analysis to identify major dimensions of LMX. Eleven
dimensions of LMX were derived through a two-step.
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