领导授权行为的形成机制

领导授权行为通常被视为一种积极的领导行为类型。组织中管理者在授权实施过程中扮演着重要角色, 然而管理者出于维护威权等目的, 不想赋予员工自主权或相应资源的现象大量存在。鉴于此, 越来越多的学者开始探索领导授权行为的影响因素, 但目前研究较为零散, 亟待整合。研究发现：(1)更多的学者强调领导授权行为并非一种稳定的领导风格, 而是领导对不同下属所采取的差异化授权行为; (2)领导授权行为的影响因素可以分为环境因素、领导者因素以及员工因素; (3)领导成员交换理论、信任理论、社会认知理论与授权风险视角是解释领导授权行为形成的重要理论/视角。此外, 基于情境领导理论、CIP领导模型(魅力型-意识形态型-务实型)以及追随理论, 提出了领导授权行为影响因素的未来研究方向。

The formation mechanisms of leader empowering behavior

Empowering leadership is generally regarded as a positive leadership style. Managers play an important role in the process of implementing empowerment in organizations. However, for purposes of maintaining authorities and other reasons, it is common that managers are unwilling to authorize autonomy and provide relevant resources to their subordinates. There has been increasing scholarly interest in exploring the antecedents of leader empowering behaviors. However, extant studies remain sporadic and fragmented. The development of this line of research will be benefited from an integrated review. We find that: (1) most researchers agree that leader empowering behavior is not a steady leadership style, rather is the differentiated empowering behavior to different subordinates; (2) the antecedents of leader empowering behavior could be divided into three categories including context factors, leader factors and employee factors; (3) leader-member exchange theory, trust theory, social cognition theory and empowering risk perspective are the main theories to explain the formation mechanism of leader empowering behavior. We clarify the formation mechanism of empowering leader behavior. Finally, building on contextual leadership theory, charismatic, ideological and pragmatic (CIP) model of leadership, and followership theory, future implications are provided.