授权型领导行为对员工任务绩效的非线性影响机制

授权型领导契合了组织扁平化的时代背景,受到理论界与实践界的追捧。但授权型领导与任务绩效的关系存在矛盾性研究结论。基于自主性成本论,提出授权型领导通过自我决定感的曲线路径间接对任务绩效产生影响。通过对478对上下级配对数据的分析发现：授权型领导与任务绩效存在倒U型关系;授权型领导正向影响员工自我决定感;员工自我决定感与任务绩效存在倒U型关系;授权型领导通过自我决定感的曲线路径间接对任务绩效产生影响。     

安全动机在安全绩效模型中的作用：自我决定理论的视角

在日常工作中, 安全动机是员工保持安全行为的重要决定因素。安全动机对安全绩效的影响虽然已引起研究者的关注, 但相关的实证研究缺少清晰的理论界定和有效的测量工具。本项目拟在安全绩效模型的基础上, 借鉴自我决定理论对动机的分类, 将安全动机的类型进行扩展, 并在多层次模型中探讨安全动机在变革型领导、个体特征和安全绩效之间的中介作用, 以及在中国管理背景下可能存在的边界条件。研究将结合访谈、问卷和情境实验等方法对上述变量间关系进行相关和因果关系的探讨。本项目将自我决定理论与安全绩效模型相结合, 可以为安全研究的动机理论发展做出贡献; 研究结果亦可为安全管理实践提供评价工具和有效指导。     

CEO领导风格、TMT行为整合与企业创新绩效

文章在文献梳理的基础上,以CEO领导风格、TMT行为整合和企业创新绩效理论为依据提出研究假设,构建结构方程模型,利用有效样本数据展开实证分析,探究CEO领导风格、TMT行为整合与企业创新绩效的关系。研究结果表明,CEO放任型领导风格对企业技术创新绩效具有显著负向影响,CEO交易型领导风格和CEO变革型领导风格对企业创新绩效具有显著的正向影响;TMT行为整合对企业创新绩效具有显著的正向影响;CEO放任型领导风格对TMT行为整合中的决策参与和团队合作具有显著负向影响,CEO交易型领导风格和CEO变革型领导风格对TMT行为整合具有显著的正向影响。此外,TMT行为整合在CEO领导风格与企业创新绩效间具有部分中介作用。     

环保服务型领导：效果与机制

随着“碳达峰”与“碳中和”纳入我国经济社会发展全局,绿色发展成为当代企业管理必经之路。环保服务型领导作为企业绿色发展的重要保障,近年引起学界关注。环保服务型领导指领导培养员工的环保价值观与环保知识技能,服务于员工环保活动。为探究环保服务型领导的影响效果及作用机制,本文建立了一个多层次模型：环保服务型领导促进员工环保行为与创新、团队环保绩效、组织环保绩效;资源保存理论、角色认同理论、社会学习理论、自我决定理论和计划行为理论是解释上述效应的主要理论机制。未来研究可从本土研究、双刃剑效应、认知—情感机制、研究层次与方法、行业对比分析以及影响因素等视角完善或拓展环保服务型领导研究。文章既为国内学者厘清环保服务型领导研究的效果与机制,又能指导企业如何通过领导实践促进绿色发展,助力国家“双碳”目标的执行与实现。     

绿色变革型领导的影响效果及其理论解释机制

在环境问题日益严峻的当代背景下,社会各界愈发呼吁企业及其领导者履行环境责任。正因如此,绿色变革型领导在近几年逐渐成为一个前沿研究主题。绿色变革型领导是指领导者激励下属实现组织的绿色环保目标,鼓励下属取得超出预期水平的环保绩效。目前,研究发现,绿色变革型领导能够显著提升员工和企业的绿色行为、绿色创新。社会认知、情感事件、自我决定、社会认同和动态能力是解释上述关系的重要理论。最后,文章提出了一些展望供未来研究参考。     

教练型领导如何影响员工创新?跨层次被调节的中介效应

基于文化自我表征理论并立足于中国文化情境,本研究探讨了教练型领导对员工创新行为的影响以及个体传统性和创造力自我效能感在其中的作用。跨层次结构方程模型数据分析结果发现:(1)教练型领导可以有效预测员工的创新行为;(2)创造力自我效能感在教练型领导行为与员工创新行为的关系中起着完全中介作用;(3)个体传统性不仅正向调节教练型领导影响创造力自我效能感的关系,还进一步调节教练型领导通过创造力自我效能感影响创新行为的间接效应。本研究结果有助于打开教练型领导影响员工创新行为的"黑箱"并能够有效指导企业的变革与创新管理实践。     

“激将法”会激发还是打击员工?感知能力不被领导信任的“双刃剑”效应

感知能力不被领导信任是信任研究的重要内容。已有研究普遍认为感知不被领导信任会对员工的自我产生不利影响。相反, 传统领导方式“激将法”则认为领导的不信任可以刺激员工展现更好的自我。为了解释上述矛盾, 本研究基于自我评价理论和心理逆反理论, 采用实验研究和多源多时间点问卷调查研究方法, 探讨了感知能力不被领导信任对员工自我的“双刃剑”效应及边界条件。研究结果表明, 当员工感知领导能力较强时, 感知能力不被领导信任会通过降低员工的工作效能感削弱员工的工作努力和绩效表现; 当员工感知领导能力较弱时, 感知能力不被领导信任会通过增强员工证明自我能力动机提升员工的工作努力和绩效表现。     

中国组织情境下公仆型领导有效性的追踪研究

公仆型领导以服务员工为导向, 在本质上超越了以往任何一种以组织利益为先的领导方式。然而, 国内该主题的研究还很不系统。本研究首先在中国组织情境下, 采用质化研究与量化研究相结合的方式, 探讨公仆型领导的结构维度, 建构公仆型领导的测量量表; 然后以团队及其成员为研究对象, 采用追踪研究设计, 收集“管理者-员工”配对数据, 运用结构方程模型、多元回归分析以及多层线性模型技术进行统计分析, 从而探讨公仆型领导的有效性。具体包括三个研究：(1)公仆型领导的结构与测量研究; (2)公仆型领导有效性的追踪研究—— 基于领导行为比较的视角(是否有效); (3)公仆型领导有效性的追踪研究—— 基于作用机制的视角(如何有效)。研究结果有助于澄清公仆型领导的内涵与维度结构, 识别和测量公仆型领导行为, 证实公仆型领导的有效性, 比较公仆型领导与家长式领导、变革型领导的影响效果, 揭开公仆型领导对个体绩效和团队绩效的作用机制。     

促进工作动机的有效路径:自我决定理论的观点

自我决定理论是关于人类行为的动机理论。本文通过分析阐述了自我决定理论的哲学基础,从有机辩证的视角梳理了自我决定理论的基本思想,并对组织背景中以自我决定理论为指导框架的工作动机研究进行了综述,结论认为满足胜任、关系和自主三种心理需要的组织环境因素是增加内部动机并促进外部动机的内化,进而促进员工的工作绩效与心理健康的有效路径。     

如何解决团队创新悖论?基于成员认知风格“组型”与“构型”视角的探究

如何提升团队创新绩效?这是近年来管理实践界与学术界共同关注的热门话题。鉴于创新是一项兼具“探索”与“利用”双元特征的活动, 懂得如何平衡二者之间的悖论关系就成为提升团队创新绩效的关键。基于成员认知风格的微观视角, 从“组型”与“构型”两方面探索了解决这一悖论关系的方法。具体而言：(1)成员认知风格组型与团队领导行为之间的互补效应有助于解决团队创新悖论; (2)在合理的“成员认知风格-工作角色要求”构型基础上, 营造良好的团队协作氛围, 有助于解决团队创新悖论。进一步地, 还基于阴阳哲学思想研究了解决团队创新悖论的内在机制。为论证相关理论命题, 将开展三个研究模块, 采用定量与定性相结合的研究方法对提出的研究模型进行检验。相关发现不仅有助于丰富从微观视角研究团队创新前因、悖论管理方法的理论成果, 还将为企业的创新管理实践提供建议。     

Leadership,creativity and innovation: a meta-analytic review

ABSTRACT

This paper reports the most comprehensive meta-analytic examination of the relationship between leadership and both followers’ creative and innovative performance. Specifically, we examined 13 leadership variables (transformational, transactional, ethical, humble, leader-member exchange, benevolent, authoritarian, entrepreneurial, authentic, servant, empowering, supportive, and destructive) using data from 266 studies. In addition to providing robustly estimated correlations, we explore two theoretically and pragmatically important issues: the relative importance of the different leadership constructs and moderators of the relationship between leadership and employee creativity and innovation. Regrading creative performance, authentic, empowering, and entrepreneurial leadership demonstrated the strongest relationships. For innovative performance, both transactional (contingent reward) and supportive leadership appear particularly relevant. The current study synthesizes an important, burgeoning, diverse body of research, and in doing so, generates nuanced evidence that can be used to guide theoretical advancements, improved research designs, and up-to-date policy recommendations regarding leading for creativity, and innovation.     

Motivated or Demotivated to Be Creative: The Role of Self‐Regulatory Focus in Transformational and Transactional Leadership Processes

Numerous studies have recognised the importance of transformational leadership style for encouraging employees’ creativity. Self‐regulation studies have highlighted the influence of a promotion focus on employees’ creative behaviours. Yet both leadership and self‐regulation theories have paid less attention to the role transactional leadership style and situational prevention regulatory focus may play in affecting employees’ creativity. In this article we present a theoretical model which examines transformational and transactional leadership styles and both promotion and prevention situational self‐regulatory focus (SRF). The model suggests that while transformational leadership promotes creativity, at least partially by enhancing follower's situational promotion SRF, transactional leadership style (transactional active) is aligned with followers’ prevention situational SRF, which is associated with leaders’ hindering of followers’ creativity. Findings from two studies, an experimental study (N = 189) and a field study (N = 343 employees and 75 managers), support this model, showing that the relationship between different types of leadership and creativity are more complex than previously regarded. The theoretical and practical implications are discussed.     

Leadership predictors of innovation and task performance: Subordinates' self‐esteem and self‐presentation as moderators

This study examined self‐related subordinate variables as moderators of relationships between supervisors' leadership behaviours (transformational as well as active‐corrective transactional leadership) and subordinates' innovative behaviour and task performance. Based on behavioural plasticity and self‐monitoring theory, we hypothesized that these associations would be moderated by subordinates' organization‐based self‐esteem and by their propensity to modify self‐presentation, a major facet of the self‐monitoring construct. Field survey data (N=161) collected in research and development, marketing and human resources departments of several German companies revealed that transformational leadership positively predicted both criteria, whereas active‐corrective transactional leadership negatively predicted innovation. As hypothesized, transformational leadership related more strongly and positively to innovation for subordinates low in organization‐based self‐esteem. When subordinates were low in self‐presentation propensity, active‐corrective transactional leadership was negatively, and transformational leadership was positively associated with task performance.     

工作压力反应及其与领导方式的关系研究

本研究通过对537位工作者的调查,探讨工作压力反应的类型及其与领导方式的关系,结果显示:工作压力反应存在四种类型,分别是积极压力反应类型、高压力反应类型、低压力反应类型以及消极压力反应类型。直接领导的不同领导方式与个体不同的工作压力反应类型存在关联。混合式领导方式下的个体积极压力反应最高,消极压力反应最低。变革型领导和交易型领导下的个体积极压力反应和消极压力反应无显著差异。     

On the same page: Exploring the link between cross-level leadership fit and innovation

Combining theoretical insights from both the leadership and innovation literature, we examine the role of cross-level leadership fit or similarity in leadership styles at the firm and unit levels and its relationship with innovation outcomes at the unit level. Hypotheses are formed indicating that transformational leaders enable exploration and transactional leaders facilitate exploitation. Results from a multifirm, multiunit, multisource study indicate that exploration is enhanced when transformational leaders are present at both the firm and unit levels, whereas exploitation is enhanced when transactional leaders are present at both the firm and unit levels. Results suggest that leadership similarity is an important multilevel antecedent to unit-level outcomes. Further, high-performance work systems serve as situational enhancers that strengthen the effects of cross-level leadership fit on unit-level innovation outcomes.     

Transformational and Transactional Leadership and Followers’ Achievement Goals

Purpose

Achievement goals, or the standards of competence employees pursue in their work, have far-reaching consequences for employee and organizational functioning. In the current research, we investigated whether employees’ achievement goals can be predicted from their supervisor’s leadership style.

Design/Methodology/Approach

A multilevel study was conducted in which followers of 120 organizational leaders completed measures of their leader’s transformational leadership (focusing on individual needs and abilities, on intellectual development, and on a common team mission), transactional leadership (focusing on monitoring and achievement-related rewards), and their own mastery goals (aimed at learning, developing, and mastering job-relevant skills), and performance goals (aimed at doing better than others).

Findings

Group-level transformational leadership predicted followers’ mastery goals, whereas group-level transactional leadership predicted followers’ performance goals. Within-group differences in transformational leadership also predicted mastery goals.

Implications

These findings suggest that leadership style plays an important role in the achievement goals followers adopt. Organizations may promote transactional leadership in contexts requiring that employees outperform others. In contrast, in contexts requiring learning and development, organizations may promote transformational leadership.

Originality/Value

This research is the first to examine the relationships between leadership styles and specific follower goals, and the first to highlight the role of leadership as a social variable involved in employees’ adoption of achievement goals.     

The utility of transactional and transformational leadership for predicting performance and satisfaction within a path‐goal theory framework

In a test of hypotheses derived from the integration of principles of path‐goal theory ( House, 1996 ) and transformational leadership theory ( Bass, 1985 ), data collected from 179 high school teachers and their principals were examined with hierarchical regression analysis. Augmentation analysis indicated that transactional leadership had a stronger role in explaining unique criterion variance beyond the contribution of transformational leadership, than did transformational leadership relative to transactional leadership. In addition, both the transactional and transformational leadership had a negative interactive relationship for predicting the outcome of performance, such that leader vision and leader intellectual stimulation were more positively correlated with employee performance when leader use of contingent reward was low. These augmentation effects, in conjunction with the findings of negative moderation, suggest that transactional leadership may have greater potential predictive value than previously assumed.     

Predicting Transformational Leadership in Naval Cadets: Effects of Personality Hardiness and Training

The present study investigated whether personality hardiness predicts peer ratings of leadership style in Navy officer cadets. Cadets ( n  = 71) completed the Dispositional Resiliency (hardiness) Scale, and later rated their peers using the Multifactor Leadership Questionnaire (full range of leadership model). Results show the hardy–commitment facet predicted peer ratings of all leadership styles covered in the model, both before and after and intensive military exercise. The challenge facet was a positive predictor of transformational and transactional leadership and was negatively related to passive-avoidant leadership. Transformational leadership predicted leader performance, as indexed by military development grades; and a partial mediation effect was found for hardiness on the relation between transformational leadership and leader performance.     

领导风格与敬业度关系的元分析

采用元分析方法探讨领导风格与敬业度的关系。经筛选, 共有148篇文献162个独立样本符合元分析标准(N = 84836)。元分析结果发现, 授权型领导、伦理型领导、变革型领导、领导-成员交换、真实型领导、交易型领导、服务型领导以及家长式领导与敬业度之间均呈显著的正相关关系, 且对敬业度的解释力递减; 不同的敬业度量表对领导-成员交换、真实型领导与敬业度之间的关系有显著的调节作用, UWES为中等正相关, 其他量表为高等正相关; 不同的研究设计对伦理型领导与敬业度的关系调节作用显著, 横截面研究设计测得的相关程度比纵向研究高; 文化背景能够显著调节变革型领导、领导-成员交换、真实型领导、伦理型领导、服务型领导以及交易型领导与敬业度之间的关系, 除服务型领导外, 东方文化背景下的相关系数均比西方文化背景下高。     

Cross-National Explorations of the Impact of Affect at Work Using the State-Trait Emotion Measure: A Coordinated Series of Studies in the United States,China, and Romania

Drawing on the social information process perspective, we hypothesized that transformational leadership fosters psychological safety climate leading to enhanced individual-level creative process engagement. Furthermore, psychological safety climate was hypothesized to strengthen the relationship between creative process engagement and employee creativity. The hypothesized model was tested with data obtained from a sample of 358 employees and their supervisors from two organizations in the People’s Republic of China. Results of hierarchical linear modeling analysis revealed that transformational leadership influenced creative process engagement via psychological safety climate. Furthermore, psychological safety climate moderated the creative process engagement–creativity relationship such that the relationship was stronger in groups with high rather than low psychological safety climate.