悖论式领导对员工主动行为的影响机制——团队内部网络连带强度与上下级关系的作用
|
摘要
悖论式领导是一种运用矛盾和整合思维平衡和协调环境变化的新型领导风格。已有文献表明悖论式领导对员工主动行为具有积极的影响,然而悖论式领导影响员工主动行为的内在作用机理尚未明晰。本文基于58名直接上司和209名下属的配对调查数据,从社会网络的关系视角探讨了悖论式领导如何影响员工主动行为,并进一步考察了上下级关系对团队内部网络连带强度与员工主动行为关系间的影响。结果表明:悖论式领导对员工主动行为有显著的正向影响;悖论式领导对员工主动行为的影响主要是通过团队内部网络连带强度来发挥作用;团队内部网络连带强度与员工主动行为之间的关系受到上下级关系的影响,即上下级关系越强,团队内部网络连带强度对员工主动行为的影响越弱。本研究的结论不但丰富了悖论式领导作用机制的研究成果,而且为企业有效激发员工的主动行为提供了实践参考。
The so-called paradoxical leadership is a new type of leadership that uses contradictory and integrated thinking to balance and coordinate environmental changes,and it is complex in thinking and action by coping with organization conflicts.At present,the increasingly complex business environment not only poses new challenges to managers,but also puts forward new requirements for employees.On the one hand,employees can no longer adapt to the current workplace ecology simply by completing instructional tasks and routine work,and organizations need employees change from being"passive"to"proactive".On the other hand,the dominant or injunctive leadership in organizations will restrict employees’proactive behavior.Therefore,how to effectively motivate employees’proactive behavior has become a"paradox"problem.Different from traditional leadership,paradoxical leadership breaks through the limitations of the previous leadership behavior,which can give consideration to the"both-and"two acts,and play an irreplaceable role in the effective solution of the organization dilemma.Past research indicates that paradoxical leadership has an effect on employees’proactive behavior,but the underlying mechanism of paradoxical leadership on employees’proactive behavior is still unclear.Based on the matched field data collected from 58 direct supervisors and 209 employees,this paper examines the specific mechanism of internal interaction between paradoxical leadership and employees’proactive behavior from the perspective of social network relations,and further examines the influence of supervisor-subordinate Guanxi on the relationship between team internal network strength and employees’proactive behavior.The results of the hierarchical linear model revealed that paradoxical leadership has a significant positive impact on the employees’proactive behavior.The study of mediating effects shows that the impact of paradoxical leadership on employees’proactive behavior is mainly through team internal network strength.Moreover,the relationship between team internal network strength and employees’proactive behavior is influenced by supervisor-subordinate Guanxi,that is,the stronger the supervisorsubordinate Guanxi is,the less the influence of the internal network strength on employees’proactive behavior is.The above conclusions have some significance for both theory and practice.In theory,first,they help enrich the theoretical research of paradoxical leadership in Chinese cultural context;second,they explain the impact results of paradoxical leadership from the perspective of social network relations,and also provide a new perspective for interpreting the formation mechanism of employees’proactive behavior;finally,the results also expand the research thinking of supervisor-subordinate Guanxi in the field of leadership.In practice,the above conclusions not only strengthen the guiding significance of paradoxical leadership for practice,but also provide references for enterprises to effectively improve employees’proactive behavior.
The so-called paradoxical leadership is a new type of leadership that uses contradictory and integrated thinking to balance and coordinate environmental changes,and it is complex in thinking and action by coping with organization conflicts.At present,the increasingly complex business environment not only poses new challenges to managers,but also puts forward new requirements for employees.On the one hand,employees can no longer adapt to the current workplace ecology simply by completing instructional tasks and routine work,and organizations need employees change from being"passive"to"proactive".On the other hand,the dominant or injunctive leadership in organizations will restrict employees’proactive behavior.Therefore,how to effectively motivate employees’proactive behavior has become a"paradox"problem.Different from traditional leadership,paradoxical leadership breaks through the limitations of the previous leadership behavior,which can give consideration to the"both-and"two acts,and play an irreplaceable role in the effective solution of the organization dilemma.Past research indicates that paradoxical leadership has an effect on employees’proactive behavior,but the underlying mechanism of paradoxical leadership on employees’proactive behavior is still unclear.Based on the matched field data collected from 58 direct supervisors and 209 employees,this paper examines the specific mechanism of internal interaction between paradoxical leadership and employees’proactive behavior from the perspective of social network relations,and further examines the influence of supervisor-subordinate Guanxi on the relationship between team internal network strength and employees’proactive behavior.The results of the hierarchical linear model revealed that paradoxical leadership has a significant positive impact on the employees’proactive behavior.The study of mediating effects shows that the impact of paradoxical leadership on employees’proactive behavior is mainly through team internal network strength.Moreover,the relationship between team internal network strength and employees’proactive behavior is influenced by supervisor-subordinate Guanxi,that is,the stronger the supervisorsubordinate Guanxi is,the less the influence of the internal network strength on employees’proactive behavior is.The above conclusions have some significance for both theory and practice.In theory,first,they help enrich the theoretical research of paradoxical leadership in Chinese cultural context;second,they explain the impact results of paradoxical leadership from the perspective of social network relations,and also provide a new perspective for interpreting the formation mechanism of employees’proactive behavior;finally,the results also expand the research thinking of supervisor-subordinate Guanxi in the field of leadership.In practice,the above conclusions not only strengthen the guiding significance of paradoxical leadership for practice,but also provide references for enterprises to effectively improve employees’proactive behavior.
引文
[1]蔡亚华,贾良定,尤树洋,等.差异化变革型领导对知识分享与团队创造力的影响:社会网络机制的解释[J].心理学报,2013,(5):585-598.
[2]刘慧,王晓庄.上下级关系:概念、测量、影响因素及其结果[J].心理研究,2016,(5):69-75.
[3]罗瑾琏,花常花,钟竞.悖论式领导对知识团队创新的影响及作用机制研究[J].科技进步与对策,2015,(11):121-125.
[4]罗瑾琏,胡文安,钟竞.悖论式领导、团队活力对团队创新的影响机制研究[J].管理评论,2017,(7):122-134.
[5]庞大龙,徐立国,席酉民.悖论管理的思想溯源、特征启示与未来前景[J].管理学报,2017,(2):168-175.
[6]彭伟,金丹丹,朱晴雯.团队社会网络研究述评与展望[J].中国人力资源开发,2017,(3):57-68.
[7]王端旭,国维潇,刘晓莉.团队内部社会网络特征影响团队创造力过程的实证研究[J].软科学,2009,(9):25-28.
[8]王朝晖.悖论式领导如何让员工两全其美?--心理安全感和工作繁荣感的多重中介作用[J].外国经济与管理,2018,(3):107-120.
[9]武亚军.“战略框架式思考”、“悖论整合”与企业竞争优势--任正非的认知模式分析及管理启示[J].管理世界,2013,(4):150-167.
[10]徐伟青,檀小兵,奉小斌,等.国外团队社会网络研究回顾与展望:基于知识转移视角[J].外国经济与管理,2011,(11):29-38.
[11]张桂平,廖建桥.国外员工主动行为研究新进展探析[J].外国经济与管理,2011,(3):58-65.
[12]张军成,凌文辁.悖论视角下的领导者-追随者契合研究探析[J].外国经济与管理,2013,(1):55-62.
[13]赵红丹,郭利敏.组织中的双面娇娃:双元领导的概念结构与作用机制[J].中国人力资源开发,2017,(4):55-65.
[14]赵娟,张炜.团队社会网络对团队创造力的影响:团队学习的中介效应[J].科学学与科学技术管理,2015,(9):148-157.
[15]Carter D R,De Church L A,Braun M T,et al.Social network approaches to leadership:An integrative conceptual review[J].Journal of Applied Psychology,2015,100(3):597-622.
[16]Chang M L.On the relationship between intragroup conflict and social capital in teams:A longitudinal investigation inTaiwan[J].Journal of Organizational Behavior,2017,38(1):3-27.
[17]Chung Y,Jackson S E.The internal and external networks of knowledge-intensive teams:The role of task routineness[J].Journal of Management,2013,39(2):442-468.
[18]Den Hartog D N,Belschak F D.When does transformational leadership enhance employee proactive behavior?The role of autonomy and role breadth self-efficacy[J].Journal of Applied Psychology,2012,97(1):194-202.
[19]Granovetter M.Economic action and social structure:The problem of embeddedness[J].American Journal of Sociology,1985,91(3):481-510.
[20]Grant A M,Gino F,Hofmann D A.The hidden advantages of quiet bosses[J].Harvard Business Review,2010,88(12):28.
[21]Griffin M A,Neal A,Parker S K.A new model of work role performance:Positive behavior in uncertain and interdependent contexts[J].Academy of Management Journal,2007,50(2):327-347.
[22]Hobfoll S E.Conservation of resource caravans and engaged settings[J].Journal of Occupational and Organizational Psychology,2011,84(1):116-122.
[23]Lewis M W,Andriopoulos C,Smith W K.Paradoxical leadership to enable strategic agility[J].California Management Review,2014,56(3):58-77.
[24]Parker S K,Bindl U K,Strauss K.Making things happen:A model of proactive motivation[J].Journal of Management,2010,36(4):827-856.
[25]Probst G,Raisch S,Tushman M L.Ambidextrous leadership:Emerging challenges for business and HR leaders[J].Organizational Dynamics,2011,40(4):326-334.
[26]Pullés D C,Lorens Montes F J,Gutierrez-Gutierrrez L.Network ties and transactive memory systems:Leadership as an enabler[J].Leadership&Organization Development Journal,2017,38(1):56-73.
[27]Shao Y,Nijstad B A,T?uber S.Paradoxical leader behavior and creativity:The role of employee cognitive complexity[J].Academy of Management Proceedings,2017,2017(1):10522.
[28]She Z L,Li Q.Paradoxical leader behaviors and follower job performance:Examining a moderated mediation model[J].Academy of Management Proceedings,2017,2017(1):13558.
[29]Smith W K,Lewis M W.Toward a theory of paradox:A dynamic equilibrium model of organizing[J].Academy of Management Review,2011,36(2):381-403.
[30]Sonnentag S,Starzyk A.Perceived prosocial impact,perceived situational constraints,and proactive work behavior:Looking at two distinct affective pathways[J].Journal of Organizational Behavior,2015,36(6):806-824.
[31]Tripathi N.Hindrance or challenge:Dynamics of paradoxical leadership and subordinate’s work motivation[J].Academy of Management Proceedings,2017,2017(1):10611.
[32]Wang X H,Fang Y L,Qureshi I,et al.Understanding employee innovative behavior:Integrating the social network and leader-member exchange perspectives[J].Journal of Organizational Behavior,2015,36(3):403-420.
[33]Zhang L,Deng Y L.Guanxi with supervisor and counterproductive work behavior:The mediating role of job satisfaction[J].Journal of Business Ethics,2016,134(3):413-427.
[34]Zhang Y,Waldman D A,Han Y L,et al.Paradoxical leader behaviors in people management:Antecedents and consequences[J].Academy of Management Journal,2015,58(2):538-566.
[2]刘慧,王晓庄.上下级关系:概念、测量、影响因素及其结果[J].心理研究,2016,(5):69-75.
[3]罗瑾琏,花常花,钟竞.悖论式领导对知识团队创新的影响及作用机制研究[J].科技进步与对策,2015,(11):121-125.
[4]罗瑾琏,胡文安,钟竞.悖论式领导、团队活力对团队创新的影响机制研究[J].管理评论,2017,(7):122-134.
[5]庞大龙,徐立国,席酉民.悖论管理的思想溯源、特征启示与未来前景[J].管理学报,2017,(2):168-175.
[6]彭伟,金丹丹,朱晴雯.团队社会网络研究述评与展望[J].中国人力资源开发,2017,(3):57-68.
[7]王端旭,国维潇,刘晓莉.团队内部社会网络特征影响团队创造力过程的实证研究[J].软科学,2009,(9):25-28.
[8]王朝晖.悖论式领导如何让员工两全其美?--心理安全感和工作繁荣感的多重中介作用[J].外国经济与管理,2018,(3):107-120.
[9]武亚军.“战略框架式思考”、“悖论整合”与企业竞争优势--任正非的认知模式分析及管理启示[J].管理世界,2013,(4):150-167.
[10]徐伟青,檀小兵,奉小斌,等.国外团队社会网络研究回顾与展望:基于知识转移视角[J].外国经济与管理,2011,(11):29-38.
[11]张桂平,廖建桥.国外员工主动行为研究新进展探析[J].外国经济与管理,2011,(3):58-65.
[12]张军成,凌文辁.悖论视角下的领导者-追随者契合研究探析[J].外国经济与管理,2013,(1):55-62.
[13]赵红丹,郭利敏.组织中的双面娇娃:双元领导的概念结构与作用机制[J].中国人力资源开发,2017,(4):55-65.
[14]赵娟,张炜.团队社会网络对团队创造力的影响:团队学习的中介效应[J].科学学与科学技术管理,2015,(9):148-157.
[15]Carter D R,De Church L A,Braun M T,et al.Social network approaches to leadership:An integrative conceptual review[J].Journal of Applied Psychology,2015,100(3):597-622.
[16]Chang M L.On the relationship between intragroup conflict and social capital in teams:A longitudinal investigation inTaiwan[J].Journal of Organizational Behavior,2017,38(1):3-27.
[17]Chung Y,Jackson S E.The internal and external networks of knowledge-intensive teams:The role of task routineness[J].Journal of Management,2013,39(2):442-468.
[18]Den Hartog D N,Belschak F D.When does transformational leadership enhance employee proactive behavior?The role of autonomy and role breadth self-efficacy[J].Journal of Applied Psychology,2012,97(1):194-202.
[19]Granovetter M.Economic action and social structure:The problem of embeddedness[J].American Journal of Sociology,1985,91(3):481-510.
[20]Grant A M,Gino F,Hofmann D A.The hidden advantages of quiet bosses[J].Harvard Business Review,2010,88(12):28.
[21]Griffin M A,Neal A,Parker S K.A new model of work role performance:Positive behavior in uncertain and interdependent contexts[J].Academy of Management Journal,2007,50(2):327-347.
[22]Hobfoll S E.Conservation of resource caravans and engaged settings[J].Journal of Occupational and Organizational Psychology,2011,84(1):116-122.
[23]Lewis M W,Andriopoulos C,Smith W K.Paradoxical leadership to enable strategic agility[J].California Management Review,2014,56(3):58-77.
[24]Parker S K,Bindl U K,Strauss K.Making things happen:A model of proactive motivation[J].Journal of Management,2010,36(4):827-856.
[25]Probst G,Raisch S,Tushman M L.Ambidextrous leadership:Emerging challenges for business and HR leaders[J].Organizational Dynamics,2011,40(4):326-334.
[26]Pullés D C,Lorens Montes F J,Gutierrez-Gutierrrez L.Network ties and transactive memory systems:Leadership as an enabler[J].Leadership&Organization Development Journal,2017,38(1):56-73.
[27]Shao Y,Nijstad B A,T?uber S.Paradoxical leader behavior and creativity:The role of employee cognitive complexity[J].Academy of Management Proceedings,2017,2017(1):10522.
[28]She Z L,Li Q.Paradoxical leader behaviors and follower job performance:Examining a moderated mediation model[J].Academy of Management Proceedings,2017,2017(1):13558.
[29]Smith W K,Lewis M W.Toward a theory of paradox:A dynamic equilibrium model of organizing[J].Academy of Management Review,2011,36(2):381-403.
[30]Sonnentag S,Starzyk A.Perceived prosocial impact,perceived situational constraints,and proactive work behavior:Looking at two distinct affective pathways[J].Journal of Organizational Behavior,2015,36(6):806-824.
[31]Tripathi N.Hindrance or challenge:Dynamics of paradoxical leadership and subordinate’s work motivation[J].Academy of Management Proceedings,2017,2017(1):10611.
[32]Wang X H,Fang Y L,Qureshi I,et al.Understanding employee innovative behavior:Integrating the social network and leader-member exchange perspectives[J].Journal of Organizational Behavior,2015,36(3):403-420.
[33]Zhang L,Deng Y L.Guanxi with supervisor and counterproductive work behavior:The mediating role of job satisfaction[J].Journal of Business Ethics,2016,134(3):413-427.
[34]Zhang Y,Waldman D A,Han Y L,et al.Paradoxical leader behaviors in people management:Antecedents and consequences[J].Academy of Management Journal,2015,58(2):538-566.
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |