The Role of Leadership in Human Resource Management

Shuming Zhao is Senior Professor, Honorary Dean of the School of Business, and Dean of Xingzhi College, Nanjing University. He received his PhD in management from Claremont Graduate University in California, USA. His research interests include human resource management, manager's competence, and multinational business management. Mingwei Liu is Professor at the School of Management and Labor Relations of Rutgers University. He received a PhD degree in industrial and labor relations from Cornell University. His research interests fall into three broad areas: comparative employment relations and human resource management, high performance work practices in different industries and national contexts, and labor standards and corporate social responsibility in global value chains. Meng Xi is Associate Professor at College of Management and Economics, Tianjin University, P.R. China. He received his Ph.D. in Management from Nanjing University, China. His primary research interests focus on employment relations, strategic leadership, strategic human resource management, and entrepreneurship. Cherrie Jiuhua Zhu is Professor of Human Resource Management (HRM) and Chinese Studies at Monash Business School, Monash University. She received her PhD in the area of HRM from the University of Tasmania. Her research areas cover cross-culture management, especially HRM, and the impact of international business on HRM policies and practices. Hong Liu is Professor at School of Business, Nanjing University, China. He received a PhD degree in management science and engineering from Wuhan University of Technology. His research areas include human resource management, and organizational change.

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