团队领导授权行为：影响因素及对团队绩效作用机理研究
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摘要
伴随着经济全球化和区域经济一体化程度的不断提升,企业所处外部环境竞争日趋激烈,导致其无法凭借规模、角色明晰、专业化程度等传统因素构建、维持竞争优势,转而通过提高组织灵活性、整合水平、创新能力等方式实现高绩效与高弹性的结合,而组织授权(empowerment)在这一过程中的重要性日益提升。为获取低成本、高绩效和高弹性的可持续竞争优势,越来越多的企业在进行组织结构扁平化设计的同时,开始采用团队作为开展商业活动和实现既定目标的基本工作单元。作为知识经济时代组织内增长最快的团队类型之一,知识型团队在企业实现创新、构建竞争优势的过程中扮演着关键角色。授权式管理作为一种新型管理方式,对知识型团队有着重要影响。因此,近年来有关团队领导授权行为影响因素以及团队领导授权行为对团队绩效影响的研究,成为学术界和实践界共同关注的热点问题。
经过多年的发展,授权已经成为现代组织理论当中的一个重要概念,其在相关学术研究、管理培训课程以及各类管理书籍中频繁出现,而国内外有关授权式管理成功实施的案例也越来越多。但以往经验显示,企业在实施授权式管理过程中仍面临管理者不愿或无法实施授权行为、授权行为措施效果不佳等诸多问题。在我国企业知识型团队内,哪些因素会影响团队领导实施授权行为?团队领导授权行为通过怎样的机理对团队绩效产生影响?这些问题均有待于进一步探讨。本文围绕“团队领导对团队成员的信任、团队领导所处情景特征→团队领导授权行为→团队心理授权→团队绩效”的研究思路,以社会交换理论、领导替代理论和认知评价理论作为研究的理论基础,将团队领导授权行为、团队心理授权、团队领导对团队成员的信任、工作环境不确定性、组织集权度、组织正式度、团队主动性人格以及团队绩效纳入到一个分析框架内,以中国企业内知识型团队为调研对象分别探讨团队领导授权行为的影响因素以及团队领导授权行为对团队绩效的作用机理。具体而言,对团队领导授权行为影响因素的探讨有助于理解领导者实施授权行为的背后动机,并指导企业采取适当制度、措施保障授权式管理的有效实施。而有关团队领导授权行为对团队绩效作用机理的研究能够有效揭示领导授权行为的效能发挥机理,并对团队领导授权行为低效、无效的原因作出解释。
本研究包含绪论和正文两部分,具体分为六个童节,各章节内容如下：
第一章,绪论。本章对论文主要内容进行了概括,具体包括选题背景和研究问题提出；研究的目的、意义以及创新点;研究对象的界定和研究方法介绍；最后阐述研究结构和技术路线。
第二章,文献述评。本章首先结合研究目的和研究思路,对本文所涉及核心变量的概念、内涵进行系统界定,以期避免由于概念混淆而导致误解,同时为概念量化与测量、变量间关系分析奠定基础。接下来对(团队)领导授权行为影响因素研究成果进行回顾和梳理并总结当前研究中存在的缺陷,发现学术界有关该主题的研究相对较少,系统、完整的分析框架尚未形成。最后,通过对(团队)领导授权行为对(团队)绩效作用机理研究成果的回顾和梳理,本文发现学术界有关团队领导授权行为对团队绩效影响的研究相对较少,探讨团队主动性人格这一团队特征所扮演角色的研究尚未出现,对中国文化背景下团队领导授权行为对团队绩效作用机理的研究则几乎没有。
第三章,研究框架与假设。本章结合文献述评,首先阐述了本文的理论基础,主要包括社会交换理论、领导替代理论和认知评价理论。在界定研究问题的基础上构建团队领导授权行为影响因素以及团队领导授权行为对团队绩效作用机理的研究框架。接下来,针对研究问题提出具体假设并构建相应的概念模型。
第四章,研究设计与数据收集。本章首先对调查问卷设计原则和设计过程进行简要阐述,在此基础上确定相应变量测量量表及测量方式并进行适当修正,最终构建调查问卷。通过预调研对调查问卷进行适度修正之后,展开大规模问卷调查。最后,对有效样本数据进行描述性统计,并对其进行初步处理,为后续实证分析奠定基础。
第五章,数据分析与假设检验。本章首先对变量测量量表进行信度、效度检验,并确定各变量的维度结构。接下来,在对多元线性回归技术进行适用性分析的基础上,分别对团队领导授权行为影响因素以及团队领导授权行为对团队绩效作用机理研究相关假设进行检验。最后,总结本文的假设验证情况。
第六章,研究结论与展望。本章首先结合相关理论基础、研究成果及实践经验对本文研究结论进行系统的解释和探讨,以全面认识我国企业知识型团队内领导授权行为的影响因素以及领导授权行为对团队绩效的作用机理。在此基础上,总结本文的理论贡献和实践启示,并讨论研究局限和后续研究方向。
本文有关团队领导授权行为影响因素的主要研究结论如下：(1)团队领导对团队成员的认知信任和情感信任都能显著正向影响团队领导授权行为(决策参与、信息共享、帮助指导)。其中,情感信任对信息共享和帮助指导行为的影响程度较高,而认知信任和情感信任对决策参与行为的影响程度彼此之间不存在较大差异；(2)工作环境不确定性对团队领导授权行为的帮助指导维度具有显著正向影响,对决策参与和信息共享维度无显著影响；(3)组织集权度对团队领导授权行为有显著负向影响。其中组织集权度与帮助指导之间的关系最强,其次为决策参与,最后是信息共享；(4)组织正式度对团队领导授权行为的信息共享维度具有显著正向影响,对决策参与和帮助指导维度无显著影响；(5)工作环境不确定性在团队领导对团队成员的信任与团队领导授权行为之间正向关系当中起到显著正向调节作用：即工作环境不确定性程度越高,认知信任和情感信任对决策参与、信息共享以及帮助指导行为的正向影响程度越强；(6)组织集权度在团队领导对团队成员的信任与团队领导授权行为之间正向关系当中起到显著正向调节作用：即组织集权度越高,认知信任和情感信任对决策参与、信息共享以及帮助指导行为的正向影响程度越强；(7)组织正式度在团队领导对团队成员的信任与团队领导授权行为信息共享维度之间正向关系当中起到显著负向调节作用：即组织正式度越高,认知信任和情感信任对信息共享行为的正向影响程度越弱。
本文有关团队领导授权行为对团队绩效作用机理的研究结论如下：(1)团队领导授权行为对团队绩效具有显著正向影响：即团队领导的决策参与、信息共享以及帮助指导行为能够有效提升团队绩效水平；(2)团队主动性人格在团队领导授权行为与团队绩效之间正向关系当中起到显著正向调节作用：即团队主动性人格水平越高,团队领导的决策参与、信息共享以及帮助指导行为对团队绩效的正向影响程度越强；(3)团队领导授权行为对团队心理授权具有显著正向影响：即团队领导的决策参与、信息共享以及帮助指导行为能够有效提升团队心理授权水平；(4)团队主动性人格在团队领导授权行为与团队,心理授权之间正向关系当中起到显著正向调节作用：即团队主动性人格水平越高,团队领导的决策参与、信息共享以及帮助指导行为对团队心理授权的正向影响程度越强；(5)团队心理授权对团队绩效具有显著正向影响；(6)团队领导授权行为与团队主动性人格对团队绩效的交互影响部分通过影响团队心理授权来实现：即团队心理授权在团队领导授权行为与团队主动性人格对团队绩效的交互影响过程中起到部分中介作用。
本研究上述结论使我们关于团队领导授权行为的影响因素以及团队领导授权行为对团队绩效作用机理有了更为系统、深入地理解。在现有研究的基础上,本研究创新点主要体现在：
第一,同时从团队领导对团队成员的信任和团队领导所处情景特征出发,系统探讨团队领导授权行为的影响因素,有效丰富、完善了团队领导授权行为影响因素的研究成果,有助于整体研究框架的构建和理论体系的发展。本研究以中国企业内知识型团队为研究对象,探讨了团队领导对团队成员的信任及其所处情景特征对团队领导授权行为的影响,并考察情景特征在团队领导对团队成员的信任与团队领导授权行为之间关系当中所起的调节作用。研究结论促进了中国文化背景与西方授权理论的结合,细化并完善了团队领导授权行为影响因素相关研究框架,有助于深入理解团队领导实施授权行为的背后动机,从而为团队领导授权行为影响因素的研究奠定理论基础。
第二,首次从团队应对挑战、承担风险的角度出发,分析团队领导授权行为发挥作用的前提条件,从而拓展了团队领导授权行为的研究思路。本研究从团队应对挑战、承担风险方面的特征出发,在考察团队领导授权行为对团队绩效影响的基础上,探讨团队主动性人格对团队领导授权行为与团队绩效之间关系的影响。研究发现：团队领导授权行为对团队绩效具有显著正向影响,而团队主动性人格在这一过程中起到显著正向调节作用。
第三,本研究以认知评价理论和社会交换理论为基础,深入的探讨了团队心理授权在团队领导授权行为发挥效能过程中所起的中介作用,完善、拓展了团队领导授权行为对团队绩效的作用机理。研究结论显示：团队心理授权在团队领导授权行为与团队主动性人格对团队绩效的交互影响过程中起到部分中介作用,说明团队领导授权行为首先会对提升团队心理授权水平,进而对团队绩效产生正向影响,而团队主动性人格通过调节团队领导心理授权与团队心里授权之间的关系来实现对团队绩效的影响。这一研究结论完善、拓展了团队领导授权行为对团队绩效的作用机理,对知识型团队管理实践活动提供了有益启示。
知识经济时代,领导授权行为的相关研究成为近年来重要的研究课题,本研究只是对中国企业知识型团队内领导授权行为的影响因素以及团队领导授权行为对团队绩效的作用机理进行了初步性实证研究。在今后的研究中,应继续跟踪国内外相关主题的研究进展,并结合国内外企业的特性和实际情况,不断完善、深入该主题的研究。
With the development of economic globalization and regional economic integration, the external environment of organizations is increasingly competitive. In this context, enterprises have not relied on traditional factors such as size, role clarity and specialization to build and maintain their competitive advantage. In order to build the core competitiveness for higher performance and more flexibility, an increasing number of companies turned to enhancing organizational flexibility, integration and innovation capability. In this process, organization empowerment plays an increasingly important role. Faced with the competitive competitiveness of lower costs, higher performance and more flexibility, more and more enterprises were using work team as the basic unit of work in taking up commercial activities and achieving goals, while designing flat organizational structure. Knowledge-based team is one of the fastest growing team types in knowledge economy era, which has a crucial impact on business innovation and competitive advantage in companies. Empowerment as a novel management action has an important impact on knowledge-based team. Therefore, recently researches about antecedents of (team) leader empowering behavior and it's influencing mechanism on team performance has became hot issues for relevant scholars and practitioners.
With many years of development, empowerment has been an important concept in modern organizational theory. Empowerment frequently appeared in the field of academic research, management training courses and management books. At the same time, there are more and more cases about successful implementation of empowerment at home and abroad. But past experience has shown that there are series of problems during the implementation of empowerment. Such as, some managers do not want to implement empowerment. The leadership empowerment behavior has poor impact. In the knowledge-based team of enterprises in China, what factors can influence the team leader empowering behavior? What is the influencing mechanism from team leader empowering behavior to team performance? And we should further explore these issues. Following the logic that "the trust from team leader to team member, the scene characteristics of team leader→team leader empowering behavior→team psychological empowerment→team performance" and basing on social exchanged theory, leadership substitutes theory and cognitive evaluation theory, this paper integrates team leader empowering behavior, team psychological empowerment, trust from team leader to team member, working environment uncertainty, organizational centralization, organizational formalization, team proactive personality and team performance into a global analytical framework. In this paper we explored the antecedents of team leader empowering behavior and the influence mechanism on team performance about knowledge-based team under the Chinese cultural background. Specifically, the discussion about antecedents of team leader empowering behavior contributes to understand the motivation of team leader. At the same time, it can guide companies to take effective and reasonable measures to protect the validity of team leader empowering behavior. The investigation about influencing mechanism of team leader empowering behavior to team performance can interpret it's potency mechanism. In addition, it also can explain the reasons about inefficient and invalid of team leader empowering behavior.
This dissertation contains introduction and text, which is divided into six chapters:
Chapter1:Introduction. This chapter outlines the general content of dissertation, which includes the background and research questions, significances, innovations, methodology and structure of the paper.
Chapter2:Literature review. Firstly, according to the research logic, we define the concept and intension about the core variables. Defining the basic variables can effectively avoid conceptual confusion and misunderstanding, and lay the foundation for variables quantization as well as analysis of relationship between variables. Based on reviewing and carding about the antecedents of (team) leader empowering behavior, we found that only a relatively small number studies had explored this subject, systemic analysis framework had not yet formed. Based on reviewing and carding about the influencing mechanism of (team) leader empowering behavior on (team) performance, we found that only a relatively small number studies had explored this subject. There has been no research exploring the role of team proactive personality in this process. Almost no studies have examined the mechanism under the Chinese cultural background.
Chapter3:Research framework and hypothesis. Based on literature reviewing, initially expound the underlying theory, which includes social exchange theory, leadership substitute theory and social cognitive theory. And then we construct the research framework about antecedents of team leader empowering behavior and the influence mechanism on team performance. Finally, we assume the specific issues and construct the conceptual model.
Chapter4:Research design and data collection. At first, we briefly introduce the designing principle and processe of questionnaire. Based on the operational conception of basic variables, we develop measurement scale and build questionnaire. We improve and change the questionnaire by the pre-research, and obtain the sample data by large-scale survey. Finally, we preliminary statistic and treat the sample data, in order to lay the foundation for subsequent empirical analysis.
Chapter5:Data analysis and'hypothesis testing. Firstly, we analyze the reliability and validity of each variable scale. At the same time, we determine the dimension structure of each variable. Next, we test hypothesizes of antecedents of team leader empowering behavior and the influence mechanism on team performance, basing on the applicability analysis of multiple linear regression. Finally, we summarize the situation about hypothesis testing,
Chapter6:Research conclusions and prospection. Firstly, we explain and investigate the research conclusions basing on the underlying theory, academic findings and practical experience. And then we can get a comprehensive understanding about the antecedents of team leader empowering behavior and the influence mechanism on team performance of knowledge-based team under the Chinese cultural background. Next, we summarize the theoretical contributions and practical enlightenment of dissertation. Finally, we explore the limitations and future prospection.
Specifically, the study results about antecedents of team leader empowering behavior show:(1)Both cognitive and affective trust from team leader to team member can significantly promote team leader empowering behavior (decision-making participation; information sharing; helping-guiding behavior). The relationship between affective trust and information sharing, help and guide is stronger. There is no difference between two kinds trust and decision-making participation.(2)The working environment uncertainty has a significant positive impact on help and guide behavior, which has no significant influence on decision-making participation and information sharing behavior.(3)The organizational centralization has a significant negative impact on team leader empowering behavior. The relationship between organizational centralization and helping-guiding behavior is the strongest among them, and then is decision-making participation behavior, finally is the information sharing behavior.(4)The organizational formalization has a significant positive impact on information sharing behavior, which has no significant influence on decision-making participation and helping-guiding behavior.(5)The working environment uncertainty has significant positive moderating effect on the relationship between the trust from team leader to team member and team leader empowering behavior. The higher of working environment uncertainty, the extent about impact of trust on decision-making participation, information sharing and helping-guiding behavior is greater.(6)The organizational centralization has significant positive moderating effect on the relationship between the trust from team leader to team member and team leader empowering behavior. The higher of organizational centralization, the extent about impact of trust on decision-making participation, information sharing and help-guide behavior is greater.(7)The organizational formalization has negative moderating effect on the relationship between the trust from team leader to team member and helping-guiding behavior. The higher of organizational formalization, the extent about impact of trust on information sharing behavior is smaller.
The study results about influencing mechanism of team leader empowering behavior on team performance show:(1)The team leader empowering behavior has significant positive effect on team performance. Decision-making participation, information sharing and helping-guiding behavior have significant positive impact on team performance.(2)The team proactive personality plays a positive moderating role in the relationship between team leader empowering behavior and team performance. The higher of team proactive personality, the extent of impact about team leader empowering behavior on team performance is greater.(3)The team leader empowering behavior has a significant positive impact on team psychological empowerment.(4)The team proactive personality plays a positive moderating role in the relationship between team leader empowering behavior and team psychological empowerment. The higher of team proactive personality, the extent of impact about team leader empowering behavior on team psychological empowerment is greater.(5)The team psychological empowerment has a significant positive impact on team performance.(6)The team psychological empowerment plays a locally mediating role in the reciprocal influence from team leader empowering behavior and team proactive personality to team performance.
All conclusions mentioned above let us have a more systematic and in-depth understanding of antecedents of team leader empowering behavior and it's influencing mechanism on team performance. Based on existing conclusions, we get some innovative contributions as follows:
First, this study puts forward both an overall framework about antecedents of team leader empowering behavior and development of theoretical system. We make systematic analysis on the antecedents of team leader empowering behavior from two perspectives of the trust from team leader to team member and the scene characteristics of team leader in the context of knowledge-based team under the Chinese cultural background. On this basis, we examine the moderating role of the scene characteristics of team leader in the relationship between the trust from team leader to team member and the team leader empowering behavior. The conclusions of this study promote the combination of Chinese cultural background and Western authorization theory. This study also contributes to have an in-depth understanding of the motivation behind team leader empowering behavior, which can lay the theoretical foundation for further study about the antecedents of team leader empowering behavior.
Second, this study firstly investigates the precondition about playing efficacy of team leader empowering behavior from the perspective of team's characteristic, which expands the research ideas about team leader empowering behavior. We examine the relationship between team leader empowering behavior and team performance, and investigate the moderating role of the team proactive personality in this relationship. The study results show:the team leader empowering behavior has a significant positive impact on team performance, and team proactive personality plays a positive moderating role in this process.
Third, basing on social exchanged theory and cognitive evaluation theory, we investigate the mediating role of team psychological empowerment in the influencing mechanism of team leader empowering behavior on team performance. The research conclusions effectively improve and expand the influencing mechanism of team leader empowering behavior on team performance. The study results show:team psychological empowerment plays a locally mediating role in the reciprocal influence from team leader empowering behavior and team proactive personality to team performance. Specifically, the team leader empowering behavior firstly positive impact the team psychological empowerment, and the promote the team performance, and the team proactive personality has a positive influence on team performance through the positive moderating role in the relationship between team leader empowering behavior and team psychological empowerment. The study results can provide practical enlightenment for managing knowledge-based team.
In the knowledge economy, relevant topics about team leader empowering behavior have became interesting and hot issues, and this study only make a preliminarily empirical research about the antecedents of the team leader empowering behavior and it's influencing mechanism on team performance of knowledge-based team under Chinese cultural background. In future study, we will continuously enrich this topic combing with the development of relevant theories and the actual situations of enterprises at home and abroad.
经过多年的发展,授权已经成为现代组织理论当中的一个重要概念,其在相关学术研究、管理培训课程以及各类管理书籍中频繁出现,而国内外有关授权式管理成功实施的案例也越来越多。但以往经验显示,企业在实施授权式管理过程中仍面临管理者不愿或无法实施授权行为、授权行为措施效果不佳等诸多问题。在我国企业知识型团队内,哪些因素会影响团队领导实施授权行为?团队领导授权行为通过怎样的机理对团队绩效产生影响?这些问题均有待于进一步探讨。本文围绕“团队领导对团队成员的信任、团队领导所处情景特征→团队领导授权行为→团队心理授权→团队绩效”的研究思路,以社会交换理论、领导替代理论和认知评价理论作为研究的理论基础,将团队领导授权行为、团队心理授权、团队领导对团队成员的信任、工作环境不确定性、组织集权度、组织正式度、团队主动性人格以及团队绩效纳入到一个分析框架内,以中国企业内知识型团队为调研对象分别探讨团队领导授权行为的影响因素以及团队领导授权行为对团队绩效的作用机理。具体而言,对团队领导授权行为影响因素的探讨有助于理解领导者实施授权行为的背后动机,并指导企业采取适当制度、措施保障授权式管理的有效实施。而有关团队领导授权行为对团队绩效作用机理的研究能够有效揭示领导授权行为的效能发挥机理,并对团队领导授权行为低效、无效的原因作出解释。
本研究包含绪论和正文两部分,具体分为六个童节,各章节内容如下：
第一章,绪论。本章对论文主要内容进行了概括,具体包括选题背景和研究问题提出；研究的目的、意义以及创新点;研究对象的界定和研究方法介绍；最后阐述研究结构和技术路线。
第二章,文献述评。本章首先结合研究目的和研究思路,对本文所涉及核心变量的概念、内涵进行系统界定,以期避免由于概念混淆而导致误解,同时为概念量化与测量、变量间关系分析奠定基础。接下来对(团队)领导授权行为影响因素研究成果进行回顾和梳理并总结当前研究中存在的缺陷,发现学术界有关该主题的研究相对较少,系统、完整的分析框架尚未形成。最后,通过对(团队)领导授权行为对(团队)绩效作用机理研究成果的回顾和梳理,本文发现学术界有关团队领导授权行为对团队绩效影响的研究相对较少,探讨团队主动性人格这一团队特征所扮演角色的研究尚未出现,对中国文化背景下团队领导授权行为对团队绩效作用机理的研究则几乎没有。
第三章,研究框架与假设。本章结合文献述评,首先阐述了本文的理论基础,主要包括社会交换理论、领导替代理论和认知评价理论。在界定研究问题的基础上构建团队领导授权行为影响因素以及团队领导授权行为对团队绩效作用机理的研究框架。接下来,针对研究问题提出具体假设并构建相应的概念模型。
第四章,研究设计与数据收集。本章首先对调查问卷设计原则和设计过程进行简要阐述,在此基础上确定相应变量测量量表及测量方式并进行适当修正,最终构建调查问卷。通过预调研对调查问卷进行适度修正之后,展开大规模问卷调查。最后,对有效样本数据进行描述性统计,并对其进行初步处理,为后续实证分析奠定基础。
第五章,数据分析与假设检验。本章首先对变量测量量表进行信度、效度检验,并确定各变量的维度结构。接下来,在对多元线性回归技术进行适用性分析的基础上,分别对团队领导授权行为影响因素以及团队领导授权行为对团队绩效作用机理研究相关假设进行检验。最后,总结本文的假设验证情况。
第六章,研究结论与展望。本章首先结合相关理论基础、研究成果及实践经验对本文研究结论进行系统的解释和探讨,以全面认识我国企业知识型团队内领导授权行为的影响因素以及领导授权行为对团队绩效的作用机理。在此基础上,总结本文的理论贡献和实践启示,并讨论研究局限和后续研究方向。
本文有关团队领导授权行为影响因素的主要研究结论如下：(1)团队领导对团队成员的认知信任和情感信任都能显著正向影响团队领导授权行为(决策参与、信息共享、帮助指导)。其中,情感信任对信息共享和帮助指导行为的影响程度较高,而认知信任和情感信任对决策参与行为的影响程度彼此之间不存在较大差异；(2)工作环境不确定性对团队领导授权行为的帮助指导维度具有显著正向影响,对决策参与和信息共享维度无显著影响；(3)组织集权度对团队领导授权行为有显著负向影响。其中组织集权度与帮助指导之间的关系最强,其次为决策参与,最后是信息共享；(4)组织正式度对团队领导授权行为的信息共享维度具有显著正向影响,对决策参与和帮助指导维度无显著影响；(5)工作环境不确定性在团队领导对团队成员的信任与团队领导授权行为之间正向关系当中起到显著正向调节作用：即工作环境不确定性程度越高,认知信任和情感信任对决策参与、信息共享以及帮助指导行为的正向影响程度越强；(6)组织集权度在团队领导对团队成员的信任与团队领导授权行为之间正向关系当中起到显著正向调节作用：即组织集权度越高,认知信任和情感信任对决策参与、信息共享以及帮助指导行为的正向影响程度越强；(7)组织正式度在团队领导对团队成员的信任与团队领导授权行为信息共享维度之间正向关系当中起到显著负向调节作用：即组织正式度越高,认知信任和情感信任对信息共享行为的正向影响程度越弱。
本文有关团队领导授权行为对团队绩效作用机理的研究结论如下：(1)团队领导授权行为对团队绩效具有显著正向影响：即团队领导的决策参与、信息共享以及帮助指导行为能够有效提升团队绩效水平；(2)团队主动性人格在团队领导授权行为与团队绩效之间正向关系当中起到显著正向调节作用：即团队主动性人格水平越高,团队领导的决策参与、信息共享以及帮助指导行为对团队绩效的正向影响程度越强；(3)团队领导授权行为对团队心理授权具有显著正向影响：即团队领导的决策参与、信息共享以及帮助指导行为能够有效提升团队心理授权水平；(4)团队主动性人格在团队领导授权行为与团队,心理授权之间正向关系当中起到显著正向调节作用：即团队主动性人格水平越高,团队领导的决策参与、信息共享以及帮助指导行为对团队心理授权的正向影响程度越强；(5)团队心理授权对团队绩效具有显著正向影响；(6)团队领导授权行为与团队主动性人格对团队绩效的交互影响部分通过影响团队心理授权来实现：即团队心理授权在团队领导授权行为与团队主动性人格对团队绩效的交互影响过程中起到部分中介作用。
本研究上述结论使我们关于团队领导授权行为的影响因素以及团队领导授权行为对团队绩效作用机理有了更为系统、深入地理解。在现有研究的基础上,本研究创新点主要体现在：
第一,同时从团队领导对团队成员的信任和团队领导所处情景特征出发,系统探讨团队领导授权行为的影响因素,有效丰富、完善了团队领导授权行为影响因素的研究成果,有助于整体研究框架的构建和理论体系的发展。本研究以中国企业内知识型团队为研究对象,探讨了团队领导对团队成员的信任及其所处情景特征对团队领导授权行为的影响,并考察情景特征在团队领导对团队成员的信任与团队领导授权行为之间关系当中所起的调节作用。研究结论促进了中国文化背景与西方授权理论的结合,细化并完善了团队领导授权行为影响因素相关研究框架,有助于深入理解团队领导实施授权行为的背后动机,从而为团队领导授权行为影响因素的研究奠定理论基础。
第二,首次从团队应对挑战、承担风险的角度出发,分析团队领导授权行为发挥作用的前提条件,从而拓展了团队领导授权行为的研究思路。本研究从团队应对挑战、承担风险方面的特征出发,在考察团队领导授权行为对团队绩效影响的基础上,探讨团队主动性人格对团队领导授权行为与团队绩效之间关系的影响。研究发现：团队领导授权行为对团队绩效具有显著正向影响,而团队主动性人格在这一过程中起到显著正向调节作用。
第三,本研究以认知评价理论和社会交换理论为基础,深入的探讨了团队心理授权在团队领导授权行为发挥效能过程中所起的中介作用,完善、拓展了团队领导授权行为对团队绩效的作用机理。研究结论显示：团队心理授权在团队领导授权行为与团队主动性人格对团队绩效的交互影响过程中起到部分中介作用,说明团队领导授权行为首先会对提升团队心理授权水平,进而对团队绩效产生正向影响,而团队主动性人格通过调节团队领导心理授权与团队心里授权之间的关系来实现对团队绩效的影响。这一研究结论完善、拓展了团队领导授权行为对团队绩效的作用机理,对知识型团队管理实践活动提供了有益启示。
知识经济时代,领导授权行为的相关研究成为近年来重要的研究课题,本研究只是对中国企业知识型团队内领导授权行为的影响因素以及团队领导授权行为对团队绩效的作用机理进行了初步性实证研究。在今后的研究中,应继续跟踪国内外相关主题的研究进展,并结合国内外企业的特性和实际情况,不断完善、深入该主题的研究。
With the development of economic globalization and regional economic integration, the external environment of organizations is increasingly competitive. In this context, enterprises have not relied on traditional factors such as size, role clarity and specialization to build and maintain their competitive advantage. In order to build the core competitiveness for higher performance and more flexibility, an increasing number of companies turned to enhancing organizational flexibility, integration and innovation capability. In this process, organization empowerment plays an increasingly important role. Faced with the competitive competitiveness of lower costs, higher performance and more flexibility, more and more enterprises were using work team as the basic unit of work in taking up commercial activities and achieving goals, while designing flat organizational structure. Knowledge-based team is one of the fastest growing team types in knowledge economy era, which has a crucial impact on business innovation and competitive advantage in companies. Empowerment as a novel management action has an important impact on knowledge-based team. Therefore, recently researches about antecedents of (team) leader empowering behavior and it's influencing mechanism on team performance has became hot issues for relevant scholars and practitioners.
With many years of development, empowerment has been an important concept in modern organizational theory. Empowerment frequently appeared in the field of academic research, management training courses and management books. At the same time, there are more and more cases about successful implementation of empowerment at home and abroad. But past experience has shown that there are series of problems during the implementation of empowerment. Such as, some managers do not want to implement empowerment. The leadership empowerment behavior has poor impact. In the knowledge-based team of enterprises in China, what factors can influence the team leader empowering behavior? What is the influencing mechanism from team leader empowering behavior to team performance? And we should further explore these issues. Following the logic that "the trust from team leader to team member, the scene characteristics of team leader→team leader empowering behavior→team psychological empowerment→team performance" and basing on social exchanged theory, leadership substitutes theory and cognitive evaluation theory, this paper integrates team leader empowering behavior, team psychological empowerment, trust from team leader to team member, working environment uncertainty, organizational centralization, organizational formalization, team proactive personality and team performance into a global analytical framework. In this paper we explored the antecedents of team leader empowering behavior and the influence mechanism on team performance about knowledge-based team under the Chinese cultural background. Specifically, the discussion about antecedents of team leader empowering behavior contributes to understand the motivation of team leader. At the same time, it can guide companies to take effective and reasonable measures to protect the validity of team leader empowering behavior. The investigation about influencing mechanism of team leader empowering behavior to team performance can interpret it's potency mechanism. In addition, it also can explain the reasons about inefficient and invalid of team leader empowering behavior.
This dissertation contains introduction and text, which is divided into six chapters:
Chapter1:Introduction. This chapter outlines the general content of dissertation, which includes the background and research questions, significances, innovations, methodology and structure of the paper.
Chapter2:Literature review. Firstly, according to the research logic, we define the concept and intension about the core variables. Defining the basic variables can effectively avoid conceptual confusion and misunderstanding, and lay the foundation for variables quantization as well as analysis of relationship between variables. Based on reviewing and carding about the antecedents of (team) leader empowering behavior, we found that only a relatively small number studies had explored this subject, systemic analysis framework had not yet formed. Based on reviewing and carding about the influencing mechanism of (team) leader empowering behavior on (team) performance, we found that only a relatively small number studies had explored this subject. There has been no research exploring the role of team proactive personality in this process. Almost no studies have examined the mechanism under the Chinese cultural background.
Chapter3:Research framework and hypothesis. Based on literature reviewing, initially expound the underlying theory, which includes social exchange theory, leadership substitute theory and social cognitive theory. And then we construct the research framework about antecedents of team leader empowering behavior and the influence mechanism on team performance. Finally, we assume the specific issues and construct the conceptual model.
Chapter4:Research design and data collection. At first, we briefly introduce the designing principle and processe of questionnaire. Based on the operational conception of basic variables, we develop measurement scale and build questionnaire. We improve and change the questionnaire by the pre-research, and obtain the sample data by large-scale survey. Finally, we preliminary statistic and treat the sample data, in order to lay the foundation for subsequent empirical analysis.
Chapter5:Data analysis and'hypothesis testing. Firstly, we analyze the reliability and validity of each variable scale. At the same time, we determine the dimension structure of each variable. Next, we test hypothesizes of antecedents of team leader empowering behavior and the influence mechanism on team performance, basing on the applicability analysis of multiple linear regression. Finally, we summarize the situation about hypothesis testing,
Chapter6:Research conclusions and prospection. Firstly, we explain and investigate the research conclusions basing on the underlying theory, academic findings and practical experience. And then we can get a comprehensive understanding about the antecedents of team leader empowering behavior and the influence mechanism on team performance of knowledge-based team under the Chinese cultural background. Next, we summarize the theoretical contributions and practical enlightenment of dissertation. Finally, we explore the limitations and future prospection.
Specifically, the study results about antecedents of team leader empowering behavior show:(1)Both cognitive and affective trust from team leader to team member can significantly promote team leader empowering behavior (decision-making participation; information sharing; helping-guiding behavior). The relationship between affective trust and information sharing, help and guide is stronger. There is no difference between two kinds trust and decision-making participation.(2)The working environment uncertainty has a significant positive impact on help and guide behavior, which has no significant influence on decision-making participation and information sharing behavior.(3)The organizational centralization has a significant negative impact on team leader empowering behavior. The relationship between organizational centralization and helping-guiding behavior is the strongest among them, and then is decision-making participation behavior, finally is the information sharing behavior.(4)The organizational formalization has a significant positive impact on information sharing behavior, which has no significant influence on decision-making participation and helping-guiding behavior.(5)The working environment uncertainty has significant positive moderating effect on the relationship between the trust from team leader to team member and team leader empowering behavior. The higher of working environment uncertainty, the extent about impact of trust on decision-making participation, information sharing and helping-guiding behavior is greater.(6)The organizational centralization has significant positive moderating effect on the relationship between the trust from team leader to team member and team leader empowering behavior. The higher of organizational centralization, the extent about impact of trust on decision-making participation, information sharing and help-guide behavior is greater.(7)The organizational formalization has negative moderating effect on the relationship between the trust from team leader to team member and helping-guiding behavior. The higher of organizational formalization, the extent about impact of trust on information sharing behavior is smaller.
The study results about influencing mechanism of team leader empowering behavior on team performance show:(1)The team leader empowering behavior has significant positive effect on team performance. Decision-making participation, information sharing and helping-guiding behavior have significant positive impact on team performance.(2)The team proactive personality plays a positive moderating role in the relationship between team leader empowering behavior and team performance. The higher of team proactive personality, the extent of impact about team leader empowering behavior on team performance is greater.(3)The team leader empowering behavior has a significant positive impact on team psychological empowerment.(4)The team proactive personality plays a positive moderating role in the relationship between team leader empowering behavior and team psychological empowerment. The higher of team proactive personality, the extent of impact about team leader empowering behavior on team psychological empowerment is greater.(5)The team psychological empowerment has a significant positive impact on team performance.(6)The team psychological empowerment plays a locally mediating role in the reciprocal influence from team leader empowering behavior and team proactive personality to team performance.
All conclusions mentioned above let us have a more systematic and in-depth understanding of antecedents of team leader empowering behavior and it's influencing mechanism on team performance. Based on existing conclusions, we get some innovative contributions as follows:
First, this study puts forward both an overall framework about antecedents of team leader empowering behavior and development of theoretical system. We make systematic analysis on the antecedents of team leader empowering behavior from two perspectives of the trust from team leader to team member and the scene characteristics of team leader in the context of knowledge-based team under the Chinese cultural background. On this basis, we examine the moderating role of the scene characteristics of team leader in the relationship between the trust from team leader to team member and the team leader empowering behavior. The conclusions of this study promote the combination of Chinese cultural background and Western authorization theory. This study also contributes to have an in-depth understanding of the motivation behind team leader empowering behavior, which can lay the theoretical foundation for further study about the antecedents of team leader empowering behavior.
Second, this study firstly investigates the precondition about playing efficacy of team leader empowering behavior from the perspective of team's characteristic, which expands the research ideas about team leader empowering behavior. We examine the relationship between team leader empowering behavior and team performance, and investigate the moderating role of the team proactive personality in this relationship. The study results show:the team leader empowering behavior has a significant positive impact on team performance, and team proactive personality plays a positive moderating role in this process.
Third, basing on social exchanged theory and cognitive evaluation theory, we investigate the mediating role of team psychological empowerment in the influencing mechanism of team leader empowering behavior on team performance. The research conclusions effectively improve and expand the influencing mechanism of team leader empowering behavior on team performance. The study results show:team psychological empowerment plays a locally mediating role in the reciprocal influence from team leader empowering behavior and team proactive personality to team performance. Specifically, the team leader empowering behavior firstly positive impact the team psychological empowerment, and the promote the team performance, and the team proactive personality has a positive influence on team performance through the positive moderating role in the relationship between team leader empowering behavior and team psychological empowerment. The study results can provide practical enlightenment for managing knowledge-based team.
In the knowledge economy, relevant topics about team leader empowering behavior have became interesting and hot issues, and this study only make a preliminarily empirical research about the antecedents of the team leader empowering behavior and it's influencing mechanism on team performance of knowledge-based team under Chinese cultural background. In future study, we will continuously enrich this topic combing with the development of relevant theories and the actual situations of enterprises at home and abroad.
引文
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6主动性人格是个体采取主动行为影响周围环境的一种稳定人格特质(Bateman和Grant,1993)反映了个体应对挑战、把握机遇、影响并改变环境的稳定倾向。团队作为个体组成的群体,其成员个体特征对团队整体特征具有重要影响(Morgeson和Hofinann,1999).团队成员人格特征平均值是团队特征的重要构成要素,如Bell(2007)通过元分析技术发现团队成员“五大人格特征”平均值对团队效能具有重要影响。团队成员自身主动性人格水平对团队整体的积极性、主动性特征具有重要影响。Williams, Parker和Turner(2010)首次用团队成员主动性人格水平得分平均值来表示团队整体主动性特征,并提出了团队主动性人格这一概念,即团队在应对挑战、承担风险以及改变环境方面的集体倾向。
7根据本文研究思路,团队领导授权行为对团队工作绩效作用机理是一个被中介的调节效应(mediated moderation)模型(Muller,Judd和Yzerbyt,2005)即团队领导授权行为与团队主动性人格对团队绩效的交互影响通过团队心理授权的中介作用实现。
8 Das, T. K. and Teng, B.S. Between trust and control:Developing confidence in partner cooperation in alliances[J]. Journal of Management Review,1998,23(3):491-512.
9 Lee, M. and Koh, J. Is empowerment really a new concept?[J]. International Journal of Human Resource Management,2001,12(5):684-695.
10研究结果显示,工作环境不确定性和组织集权度越高,团队领导对团队成员的信任与团队领导授权行为之间正向关系程度越高：组织正式度越高,团队领导对团队成员的信任与团队领导信息共享行为之间正向关系程度越低。
11 Bell (2004)在有关团队设计特征与团队效能之间关系的元分析当中,将团队定义为由拥有专业知识、技能或能力的两个或更多个体组成的正式群体。
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17 Spreitzer和Doneson在2005年对授权相关领域研究成果进行系统梳理的基础上,指出授权研究领域当中存在三种研究范式,即社会——结构范式(social/structure)、心理范式(psychological)和批判范式(critical),其中批判范式尚处于概念发展阶段,相关研究成果较少,并未形成成熟的概念和理论体系,具体如表2.1所示。当前授权研究领域内核心问题之一,便是探讨社会——结构和心理两种研究范式内授权概念之间的关系。整体研究结论显示,结构性授权和领导授权行为(社会——结构范式)对心理授权(心理范式)具有积极影响。
18授权的社会——结构研究范式主要关注组织当中与授权相关的政策、措施以及管理实践活动,其核心在于组织权力的下放,而针对授权主体的不同,分别形成了两个概念,即结构性授权(structural empowerment)和领导授权行为(empowering leadership behaviors)。结构性授权是从组织本身的角度出发,探讨组织系统结构、政策措施在多大程度上能够通过权力下放、信息共享、组织支持等方式为员工营造一个授权的环境和氛围。而领导授权行为的研究则从领导学的角度关注组织中的领导是否能够通过授予员工权力、指导员工以及信息共享等措施来提升员工工作动机,鼓励员工承担更具挑战性的工作。
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22与关注授权主体制度、行为特征的社会——结构研究范式不同,授权的心理研究范式聚焦于被授权者对授权行为、措施形成的心理感知。该研究范式下形成的心理授权(psychological empowerment)这一概念又被称为“微观授权(micro empowerment)"或“有机授权(organic empowerment)"
23 Conger和Kanungo(1988)运用自我效能感理论阐述了心理授权的内涵,认为授权措施实际上提升了被授权者的自我效能感水平,即将自我效能感等同于心理授权。
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39元分析(Mate-Analysis)是一种定量的文献综述方法,运用该方法能够对相应领域研究成果进行系统、定量的梳理与回顾,在得出一般、普遍性结论的同时,能够构建单个研究所无法构建的系统、完整的研究框架,并从实证研究的角度加以证实。因此学术界越来越多的学者开始采用元分析技术来对相应研究领域研究进展进行阶段性总结,并构建系统、完善的研究框架,而领导行为影响因素研究领域就是受到学术界广泛关注的焦点之一。Derue等(2011)则运用元分析方法从人口统计变量、工作能力以及情感特征三个方面整合了领导者自身特征对任务型、关系型、变革型领导行为影响的研究成果；Henderson等(2009)在梳理相关研究文献的基础上,运用元分析技术整体汇总、整合了领导——下属交换行为的个体层面(领导者因素、下属因素)、团队层面以及组织层面影响因素的相关研究成果. Walter和Bruch(2009)则运用元分析技术,从领导者自身特征、领导者所处情景特征两个方面对魅力型领导行为影响因素相关研究成果进行了系统的定量整合分析。上述三项研究系统分析并构建了相应领导行为特征影响因素的分析框架,对领导授权行为影响因素分析框架的构建具有重要指导意义。
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131 n.s.=no significant,即不显著。
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6主动性人格是个体采取主动行为影响周围环境的一种稳定人格特质(Bateman和Grant,1993)反映了个体应对挑战、把握机遇、影响并改变环境的稳定倾向。团队作为个体组成的群体,其成员个体特征对团队整体特征具有重要影响(Morgeson和Hofinann,1999).团队成员人格特征平均值是团队特征的重要构成要素,如Bell(2007)通过元分析技术发现团队成员“五大人格特征”平均值对团队效能具有重要影响。团队成员自身主动性人格水平对团队整体的积极性、主动性特征具有重要影响。Williams, Parker和Turner(2010)首次用团队成员主动性人格水平得分平均值来表示团队整体主动性特征,并提出了团队主动性人格这一概念,即团队在应对挑战、承担风险以及改变环境方面的集体倾向。
7根据本文研究思路,团队领导授权行为对团队工作绩效作用机理是一个被中介的调节效应(mediated moderation)模型(Muller,Judd和Yzerbyt,2005)即团队领导授权行为与团队主动性人格对团队绩效的交互影响通过团队心理授权的中介作用实现。
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11 Bell (2004)在有关团队设计特征与团队效能之间关系的元分析当中,将团队定义为由拥有专业知识、技能或能力的两个或更多个体组成的正式群体。
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17 Spreitzer和Doneson在2005年对授权相关领域研究成果进行系统梳理的基础上,指出授权研究领域当中存在三种研究范式,即社会——结构范式(social/structure)、心理范式(psychological)和批判范式(critical),其中批判范式尚处于概念发展阶段,相关研究成果较少,并未形成成熟的概念和理论体系,具体如表2.1所示。当前授权研究领域内核心问题之一,便是探讨社会——结构和心理两种研究范式内授权概念之间的关系。整体研究结论显示,结构性授权和领导授权行为(社会——结构范式)对心理授权(心理范式)具有积极影响。
18授权的社会——结构研究范式主要关注组织当中与授权相关的政策、措施以及管理实践活动,其核心在于组织权力的下放,而针对授权主体的不同,分别形成了两个概念,即结构性授权(structural empowerment)和领导授权行为(empowering leadership behaviors)。结构性授权是从组织本身的角度出发,探讨组织系统结构、政策措施在多大程度上能够通过权力下放、信息共享、组织支持等方式为员工营造一个授权的环境和氛围。而领导授权行为的研究则从领导学的角度关注组织中的领导是否能够通过授予员工权力、指导员工以及信息共享等措施来提升员工工作动机,鼓励员工承担更具挑战性的工作。
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39元分析(Mate-Analysis)是一种定量的文献综述方法,运用该方法能够对相应领域研究成果进行系统、定量的梳理与回顾,在得出一般、普遍性结论的同时,能够构建单个研究所无法构建的系统、完整的研究框架,并从实证研究的角度加以证实。因此学术界越来越多的学者开始采用元分析技术来对相应研究领域研究进展进行阶段性总结,并构建系统、完善的研究框架,而领导行为影响因素研究领域就是受到学术界广泛关注的焦点之一。Derue等(2011)则运用元分析方法从人口统计变量、工作能力以及情感特征三个方面整合了领导者自身特征对任务型、关系型、变革型领导行为影响的研究成果；Henderson等(2009)在梳理相关研究文献的基础上,运用元分析技术整体汇总、整合了领导——下属交换行为的个体层面(领导者因素、下属因素)、团队层面以及组织层面影响因素的相关研究成果. Walter和Bruch(2009)则运用元分析技术,从领导者自身特征、领导者所处情景特征两个方面对魅力型领导行为影响因素相关研究成果进行了系统的定量整合分析。上述三项研究系统分析并构建了相应领导行为特征影响因素的分析框架,对领导授权行为影响因素分析框架的构建具有重要指导意义。
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