Browsing by Author "Lee M"

Now showing 1 - 6 of 6
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    Behavioral evidence for global consciousness transcending national parochialism.
    (Springer Nature, 2023-12-04) Liu JH; Choi SY; Lee I-C; Leung AK-Y; Lee M; Lin M-H; Hodgetts D; Chen SX
    While national parochialism is commonplace, individual differences explain more variance in it than cross-national differences. Global consciousness (GC), a multi-dimensional concept that includes identification with all humanity, cosmopolitan orientation, and global orientation, transcends national parochialism. Across six societies (N = 11,163), most notably the USA and China, individuals high in GC were more generous allocating funds to the other in a dictator game, cooperated more in a one-shot prisoner's dilemma, and differentiated less between the ingroup and outgroup on these actions. They gave more to the world and kept less for the self in a multi-level public goods dilemma. GC profiles showed 80% test-retest stability over 8 months. Implications of GC for cultural evolution in the face of trans-border problems are discussed.
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    Comparing effects of toxic leadership and team social support on job insecurity, role ambiguity, work engagement, and job performance: A multilevel mediational perspective
    (Elsevier, 2023-09-28) Lee M
    While job demands have been known to reduce work engagement and job performance, the literature has not investigated uncertainty-based job demands such as job insecurity and role ambiguity. Acknowledging that leadership and team members are critical for reducing an employee's job demands and increasing an employee's job performance, the current study, drawing on social information processing theory, probes the roles of toxic leadership and team social support in shaping employee job demands (i.e., job insecurity & role ambiguity) and, subsequently, work engagement and job performance. A sample of 265 employees (50.9% males) in 48 teams from various private organizations in Malaysia participated in the study. The results showed that toxic leadership was positively related to job demands and negatively related to job performance, while team social support was negatively related to job demands and positively related to work engagement. Furthermore, work engagement mediated the relationship between job demands and job performance. Role ambiguity only mediated the relationship between toxic leadership and work engagement, while job insecurity only mediated the relationship between team social support and work engagement. The current study highlights the distinctive roles of toxic leadership and team social support in the relationships with employee job demands, work engagement, and job performance.
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    Continuities and discontinuities in the cultural evolution of global consciousness.
    (The Royal Society, 2024-01-01) Zhang RJ; Liu JH; Lee M; Lin M-H; Xie T; Chen SX; Leung AK-Y; Lee I-C; Hodgetts D; Valdes EA; Choi SY
    Global consciousness (GC), encompassing cosmopolitan orientation, global orientations (i.e. openness to multicultural experiences) and identification with all humanity, is a relatively stable individual difference that is strongly associated with pro-environmental attitudes and behaviours, less ingroup favouritism and prejudice, and greater pandemic prevention safety behaviours. Little is known about how it is socialized in everyday life. Using stratified samples from six societies, socializing institution factors correlating positively with GC were education, white collar work (and its higher income) and religiosity. However, GC also decreased with increasing age, contradicting a 'wisdom of elders' transmission of social learning, and not replicating typical findings that general prosociality increases with age. Longitudinal findings were that empathy-building, network-enhancing elements like getting married or welcoming a new infant, increased GC the most across a three-month interval. Instrumental gains like receiving a promotion (or getting a better job) also showed positive effects. Less intuitively, death of a close-other enhanced rather than reduced GC. Perhaps this was achieved through the ritualized management of meaning where a sense of the smallness of self is associated with growth of empathy for the human condition, as a more discontinuous or opportunistic form of culture-based learning. This article is part of the theme issue 'Evolution and sustainability: gathering the strands for an Anthropocene synthesis'.
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    Hierarchical Culture as a Cross-Level Moderator of the Relationship between Transformational Leadership, Performance Feedback, and Employee Job Performance
    (MDPI, 2023-08-03) Lee M
    Positive leadership such as transformational leadership is pertinent to employee positive work outcomes, yet not many studies have looked at how it functions under specific work environment (i.e., organizational culture). The present study investigates the process and extent to which transformational leadership relates to employee job performance through performance feedback under hierarchical culture within the Asian setting. Using a cross-sectional design with multilevel modelling, 60 private organizations were approached where 44 teams totaling to 256 participants were included in this study. Results reveal that performance feedback mediated transformational leadership and job performance. In the context of transformational leadership under hierarchical culture, a low hierarchical culture and a high transformational leadership showed the highest level of performance feedback while a low level hierarchical culture and a low transformational leadership showed the lowest level of performance feedback. A high hierarchical culture and a low transformational leadership showed the highest job performance while a low hierarchical culture and a low transformational leadership showed the lowest job performance. Organizations in Eastern countries may depend on the positive effects of transformational leadership for higher performance feedback among employees which positively relate to employee job performance.
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    Investigating aspects of paternalistic leadership within the job demands–resources model
    (Cambridge University Press, 2023-01-09) Lee M; Kee YJ; Lau SSY; Jan G
    The literature on the job demands–resources (JD-R) theory has flourished for the past decade due to the theory's simplicity and its applications in many areas of work life. However, the literature is lacking on how leaders can utilize this theory to manage employees, especially in the Asian leadership context. Using the JD-R theory, the current study investigated each aspect of paternalistic leadership (i.e., benevolent leadership, authoritarian leadership and moral leadership) and its influence on employees' job resources (i.e., work meaningfulness and influence at work), job demands (i.e., emotional and cognitive demands), work engagement, burnout and the processes involved. Four hundred and thirty-one (431) full-time working employees (mean age: 31.58; female: 57.8%) from various organizations in Malaysia participated in the study. Using structural equation modelling, the study's results showed that the benevolent aspect of paternalistic leadership was related to higher work engagement and lower burnout through work meaningfulness (but not through influence at work). In contrast, the authoritarian aspect of paternalistic leadership was related to higher burnout through emotional demands (but not through cognitive demands), while the moral leadership aspect had no significant relationship to employees' job demands or job resources, with a mediation process not found in either relationship. Overall, the study revealed three contrasting mechanisms for each aspect of paternalistic leadership and suggested how paternalistic leadership may be practised in Asian countries.
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    Novel Architecture of Security Orchestration, Automation and Response in Internet of Blended Environment
    (Tech Science Press, 2022-05-18) Lee M; Jang-Jaccard J; Kwak J
    New technologies that take advantage of the emergence of massive Internet of Things (IoT) and a hyper-connected network environment have rapidly increased in recent years. These technologies are used in diverse environments, such as smart factories, digital healthcare, and smart grids, with increased security concerns. We intend to operate Security Orchestration, Automation and Response (SOAR) in various environments through new concept definitions as the need to detect and respond automatically to rapidly increasing security incidents without the intervention of security personnel has emerged. To facilitate the understanding of the security concern involved in this newly emerging area, we offer the definition of Internet of Blended Environment (IoBE) where various convergence environments are interconnected and the data analyzed in automation. We define Blended Threat (BT) as a security threat that exploits security vulnerabilities through various attack surfaces in the IoBE. We propose a novel SOAR-CUBE architecture to respond to security incidents with minimal human intervention by automating the BT response process. The Security Orchestration, Automation, and Response (SOAR) part of our architecture is used to link heterogeneous security technologies and the threat intelligence function that collects threat data and performs a correlation analysis of the data. SOAR is operated under Collaborative Units of Blended Environment (CUBE) which facilitates dynamic exchanges of data according to the environment applied to the IoBE by distributing and deploying security technologies for each BT type and dynamically combining them according to the cyber kill chain stage to minimize the damage and respond efficiently to BT.