“赋能”还是“负担”?领导者授权行为对员工工作行为影响的双刃剑效应探究

在数字化经济迅速发展的时代, 领导者授权行为是一种激励员工的重要措施。然而, 以往关于领导者授权行为有效性的研究存在不一致发现。为了更深入地探讨领导者授权行为对员工的影响, 基于资源保存理论, 系统地构建了领导者授权行为对员工的“双刃剑”影响机制。具体而言, 第一, 基于资源视角, 将授权视为领导者为员工提供的资源, 深入分析领导者授权行为产生的“赋能”过程机制和“负担”过程机制, 并提出员工的调节定向是影响“双刃剑”机制的边界条件; 第二, 从动态角度看待领导者授权行为, 探讨领导者每日授权行为和领导者授权行为的日波动对员工的“双刃剑”影响机制; 第三, 从动态角度看待领导者授权行为所发生的组织情景。探讨相对动态的情景, 即工作事件, 对领导者授权行为“双刃剑”机制的影响。通过结合静态和动态的双重视角, 系统地探讨了领导者授权行为对员工的“双刃剑”影响机制, 具有一定的理论和实践意义。     

建言采纳如何促进员工建言：基于目标自组织视角的整合机制

文章探讨了领导者建言采纳促进员工建言的理论基础、作用机制及其对发展建言研究的意义。通过引入个体心理的自组织目标系统理论, 整合了员工建言研究的动机视角和认知视角, 构建了建言的目标自组织观点。在此基础上, 分析和检验了工作意义感和建言效能感在领导者建言采纳促进员工建言的关系中所起的中介作用。通过问卷调查收集了来自73位领导者与236位员工的纵向数据, 结果显示：(1)领导者的建言采纳对员工的促进性/抑制性建言均具有显著的促进作用; (2)工作意义感和建言效能感在领导者建言采纳与员工建言行为的关系中起到完全中介作用。研究结果发展了对建言行为形成机制的认识, 促进了建言研究的理论发展, 并对管理实践有着积极的启示。     

从认同领导到认同组织：对认同转化边界条件的探讨

以往研究指出员工会对不同主体产生多重认同,且这些认同之间具有转化性,突出表现为对“领导者”的个体性认同会转化到对“组织”的群体性认同。本文考察了这一转化过程的边界条件,指出员工对领导者的认同在多大程度上能转化为对组织的认同,取决于领导者与组织的关系。基于对266 名员工的调查,研究发现：当领导者与组织价值观相匹配,或领导者被员工视为组织的化身时,员工对领导者的认同更有可能转化为对组织的认同;进一步地,领导者-组织价值观匹配对认同转化过程的调节是通过领导者组织化身的中介作用而实现的。     

被领导者“看好”的员工其行为也一定好吗?——内隐追随对员工行为的影响

领导者的内隐追随(Leaders’Implicit Followership Theories,LIFTs)是领导者对员工的特质和行为特征所持有的假设。从内隐追随的视角出发,有助于更深入分析“领导者和员工如何感知、决策和行动”的领导过程,是真正从员工出发的视角。本文主要从内隐追随的视角对员工行为的影响因素进行了探讨,同时检验了领导–成员交换的中介作用及心理授权的调节作用。通过对19家企业的278名员工的分析发现:(1)领导者积极的内隐追随与员工的角色内行为和组织公民行为显著正相关。(2)领导–成员交换在领导者积极的内隐追随与员工角色内行为和组织公民行为之间均起到部分中介的作用。(3)心理授权正向调节了领导–成员交换对领导者积极的内隐追随与员工角色内行为和组织公民行为关系的影响;更进一步,心理授权调节了领导–成员交换对领导者积极的内隐追随与角色内行为关系的中介作用。本文的研究结果不仅拓展了内隐理论、认知理论在领导学研究的应用,而且丰富了社会交换理论的内容。     

变革型领导、家长式领导、PM理论与领导有效性关系的比较研究

本研究探索了变革型领导、家长式领导、PM与领导有效性之间的关系。对288份调查数据的层次回归分析表明,与家长式领导相比,PM对员工满意度有更强的预测作用;与PM相比,变革型领导对组织承诺与领导者有效性有更强的预测作用;与家长式领导相比,变革型领导对组织承诺与领导者有效性有更强的预测作用。这表明,在中国这一特殊的文化背景下,变革型领导对领导有效性具有最强的预测力。     

高处不胜寒? 领导工作场所孤独感的多层次双刃剑效应

在组织中,由于存在权力和地位差异等因素,领导者往往难以获得充分的人际关系满足,孤独成为领导者这一群体的普遍体验。事实上,领导者的工作场所孤独感不仅会对领导者自身产生一系列影响,且还具有独特的社会功能,会给团队及其追随者带来后续影响。然而,目前组织管理领域有关孤独感的文献主要集中于探讨员工的工作场所孤独感,罕有研究考察领导工作场所孤独感究竟会造成何种影响。并且,现有研究普遍只关注孤独感的消极效应,缺乏对其潜在积极效应的挖掘。因此,本文将通过3个子研究,结合多层次、多理论、多研究方法的全景研究范式,全面考察领导工作场所孤独感的双刃剑效应及其机制。本研究不仅可以丰富和拓展工作场所孤独感的理论体系,也能为企业发挥领导工作场所孤独感的积极作用与抑制其负面效应提供管理启示。     

道德型领导者得到了什么？道德型领导、团队平均领导-部属交换及领导者收益

道德型领导是新近提出的一种领导理论,大量研究证实这种领导方式会对员工和组织带来积极影响。然而,在领导过程中处于主体地位的领导者从中获得了什么收益却较少受到关注。以50个工作团队的248名员工为研究对象,本研究基于社会交换理论考察了道德型领导与个体层次和团队层次上领导者收益的关系及其作用过程。跨层次分析结果表明：(1)道德型领导对个体层次的员工对领导的认知信任和情感信任,以及团队层次的团队绩效和领导者绩效均有显著正向作用;(2)团队平均领导-部属交换中介了道德型领导与下属对领导者的认知信任、情感信任以及团队绩效的关系,但在道德型领导与领导者绩效关系间无显著中介作用。本文揭示了道德型领导者在领导过程中获得的“收益”以及团队层次社会交换的中介作用,为道德型领导和团队社会交换的研究提供了启示。     

领导者对员工主动行为的心理与行为反应

员工主动行为因有利于个人和组织的长远发展而受到学界和业界的广泛关注。以往的研究主要关注主动行为对员工本人的人际内影响, 而较少考虑对领导者的人际间影响; 同时, 考虑到员工在领导过程中扮演的重要角色, 对员工的主动行为如何影响领导的心理与行为反应做理论性整理将极大丰富对员工主动行为的认识。学界基于归因理论、内隐追随理论、自我-他人评价一致性理论等对上述自下而上的影响过程进行了初步探索, 发现领导者对员工主动行为的态度评价和行为反应受到多重边界条件的影响。未来研究可具体化员工主动行为所诱发的领导者心理与行为反应, 探索员工主动行为与领导方式的循环关系, 以及深挖主动行为与绩效评价之间的内在机理。     

领导者行为一致性研究:过去、现在与未来

领导者行为一致性是指员工关于领导者言行匹配程度的知觉模式。行为一致性是一个本身不存在善恶之说但对于达到道德上的善却非常必要的附属性美德。领导者行为一致性的测量方法包括情景测量法和量表测量法。在实证研究模型中,领导者行为一致性通常扮演因变量、自变量、中介变量和调节变量等角色。未来研究应该关注领导者行为一致性的多元测量方法,情景变量的调节效应,领导者行为不一致性,以及行为一致性概念在集体层次或员工层次上的应用等方面。     

依恋如何影响领导者内隐追随特征？性别的调节作用

本文基于联结主义模型,探讨了依恋对领导者内隐追随特征（IFTs）的影响以及性别的调节作用。采用问卷法,对323名不同行业的领导者进行调研,结果发现：（1）依恋对IFTs有显著的预测作用;（2）不同依恋类型的领导者对员工的特征偏好存在差异,安全型青睐勤奋热情的员工,焦虑型偏好从众鲁钝的员工,回避型欣赏高效执行的员工;（3）性别在依恋与IFTs的关系中起调节作用,女性领导者对员工的消极期待更容易受依恋焦虑性影响。     

Trust in leadership: meta-analytic findings and implications for research and practice

In this study, the authors examined the findings and implications of the research on trust in leadership that has been conducted during the past 4 decades. First, the study provides estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates (k = 106). Second, the study explores how specifying the construct with alternative leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) results in systematically different relationships between trust in leadership and outcomes and antecedents. Direct leaders (e.g., supervisors) appear to be a particularly important referent of trust. Last, a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in leadership and its operation.     

Discouraging unethicality versus encouraging ethicality: Unraveling the differential effects of prevention‐ and promotion‐focused ethical leadership

Theory on the impact of ethical leadership has traditionally been based on a deontological approach to morality. Underlying this perspective is the assumption that all leader behaviors that encourage “normatively appropriate conduct” will influence followers in a similar fashion. Put differently, the current consensus seems to suggest that actions that focus on preventing unethical behavior—attending to “the wrong”—will have the same impact as actions that focus on promoting ethical behavior—attending to “the right.” Taking a within‐person approach, we draw upon social exchange theory to challenge this consensus and build theory that suggests a follower's felt trust from their leader will be differentially impacted by prevention‐ versus promotion‐focused ethical leadership. We also explore how these different types of ethical leadership may indirectly, through felt trust, impact citizenship behavior and counterproductive work behavior. Finally, we consider how the role of the “moral manager” may interact with the “moral person” by identifying leader moral hypocrisy as an important between‐person moderator of these effects. Given the importance of ethical decision‐making in organizations and the calls for increased ethical leadership, our findings have important implications for both theory and practice.     

CPM领导行为模式对员工利他行为及工作投入的作用机制

通过对我国26个省市企事业单位员工的问卷调查,探讨了CPM领导行为模式对员工利他行为和工作投入的影响途径。采用潜变量路径分析的方法,对两个阶段的模型进行检验和比较,结果表明：（1）C因素和M因素通过信任上司的完全中介作用影响利他行为和工作投入,而P因素则通过信任上司的部分中介作用对它们产生影响。（2）信任上司通过情感承诺的完全中介作用影响工作投入,通过情感承诺的部分中介作用影响员工的利他行为。     

Cognition-based and affect-based trust as mediators of leader behavior influences on team performance

We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior and team performance, and for efforts to enhance leader development by combining knowledge from different leadership theories.     

威权领导对员工沉默行为的影响:一个有调节的中介效应模型

采用249对领导与员工的配对数据,考察了威权领导对员工沉默行为的影响,以及情感信任的中介作用和权力距离的调节效应。结果表明：（1）威权领导对员工沉默行为有正向影响;（2）员工对上司的情感信任在威权领导与沉默行为之间起完全中介作用;（3）员工权力距离导向对威权领导与情感信任之间关系具有调节作用,权力距离导向越高,威权领导对情感信任的影响越低;（4）进一步地,权力距离导向还调节着情感信任对威权领导与沉默行为的中介效应,即存在有调节的中介效应。     

Trust in leadership and team performance: evidence from NCAA basketball

This study empirically examined the relationship between trust, leadership, and team performance with 2 objectives. The 1st objective was to empirically examine an assumption found in several literatures--that a team's trust in its leader has a significant effect on the team's performance. The 2nd objective was to explore a more complex and dynamic relationship between trust and team performance whereby trust in leadership mediates the relationship between past team performance and future team performance. This relationship is derived by combining theories of trust with an attributional theory of leadership. Survey and archival data from a sample of men's college basketball teams provides support for both hypotheses, indicating that trust in leadership is both a product and a determinant of team performance.     

团队领导行为与团队心理安全：以信任为中介变量的研究

已有的团队领导研究着重于领导行为对团队绩效的影响,而缺乏其作用机制和路径的研究。本文选取信任与团队心理安全两个变量,以142个团队为样本,对团队领导行为是否以及如何通过信任影响团队心理安全进行实证研究。研究结果表明：(1)转换型领导行为与团队心理安全之间存在正相关关系,显著地影响团队心理安全感;(2)信任是形成团队心理安全感的重要因素之一;(3)信任在团队领导行为、团队心理安全感之间的中介效应显著。     

Studies of transformational leadership in consumer service: leadership trust and the mediating-moderating role of cooperative conflict management

This is the third in a series of studies evaluating how transformational leadership is associated with related variables such as job satisfaction, change commitment, leadership trust, cooperative conflict management, and market orientation. The present paper evaluates the effects of transformational leadership and cooperative conflict management along with their mediating and moderating of leadership trust in the life insurance industry for two sample groups, sales managers and sales employees. The main effect of leadership trust was mediated and moderated by cooperative conflict management. Cooperative conflict management made a more important contribution than transformational leadership or the moderating effect (interaction), but these three together were the most important variables predicting highest leadership trust. Transformational leadership has an indirect influence on leadership trust. This work summarizes the specific contribution and importance of building successful leadership trust associations with employees in relation to leadership and satisfaction with change commitment.     

主管威权领导与下属前瞻行为：一个被中介的调节模型构建与检验

采用214份主管-下属配对调查数据, 考察了威权领导这一华人企业组织中特有的领导方式对下属前瞻行为的影响, 尤其是检验了下属对领导者信任的中介作用与权威主义和集体主义这两种传统价值取向的调节作用。层次回归分析结果表明：(1)威权领导与下属的前瞻行为呈显著负相关; (2)对领导者的信任在威权领导与下属前瞻行为之间起完全中介作用; (3)下属权威主义取向对威权领导与下属对领导者信任和前瞻行为之间的负向关系均具有显著的弱化效应, 并且下属对领导者的信任完全中介了威权领导与下属权威主义取向之间的交互作用对前瞻行为的影响; (4)下属集体主义取向对威权领导与下属对领导者的信任之间的负向关系具有显著的增强效应。     

When your boss says no! The effects of leadership style and trust on employee reactions to managerial explanations

The present study proposes and tests a model that examines the relationship between leadership style, trust, employee interpretations of managerial explanations, and justice perceptions. Using a critical incident methodology, 203 working adults were asked to recall a recent situation in which a request or proposal made to their manager was denied. Results provide strong support for the theoretical model. Namely, the effect of leadership style on explanation perceptions was indirect through employees' level of trust in their manager. Specifically, employees who felt their manager was transformational reported a higher degree of trust and more favourable reactions to managerial explanations.