积极领导的消极效应:研究主题、分析视角和理论机制
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摘要
在领导力研究领域,积极领导力通常被视为提升组织、团队和下属产出的关键因素之一。近年来,上述观点却不断受到质疑。在此背景下,积极领导力潜在的消极效应日益引起关注,并逐渐演变成为一个前沿课题。从现有的41项实证研究来看:(1)在研究主题上,现有研究主要考察了变革、授权、道德、包容和仁慈等行为导向和领导-下属交换等关系导向领导风格的消极效应,涉及对下属、团队和领导自身三类主体的消极作用;(2)在分析视角上,主要包括两大类——构建兼具"积极效应"和"消极效应"的模型和单纯只考虑某一领导风格潜在的"消极效应",前者可以细分为三类双刃剑效应和两类非线性效应;(3)在理论机制上,积极领导风格的消极效应可以用社会认定、社会交换、精神分析、认知加工和资源相关理论进行解释。未来研究可着重:(1)形成一个系统解释积极领导消极效应的整合性理论、框架或模型;(2)从领导类型、消极效应表现和作用机制方面进一步进行实证探讨;(3)挖掘积极领导消极效应的边界条件和破解因S素,为实践应用提供启示;(4)开展跨群体和针对特定群体的探讨。
Previous leadership research has primarily concentrated on the bright side of positive leadership styles, while paying less attention to their possible dark side. Although the recent years have witnessed an increasing number of these inquiries, there is still a lack of a clear understanding of the dark side of positive leadership. A review of 41 empirical journal articles illustrates the scientific status of this research area. In general, research has illustrated the dark side of behavior-oriented leadership(i.e., transformational, ethical,empowering, inclusive, and benevolent leadership) as well as relationship-oriented leadership(i.e.,leader-member exchange) in terms of their negative effects on leaders, followers, and teams. Besides the research that solely examined the negative effect, there is a body of research that investigated the double-edged sword effects and nonlinear effect of positive leadership. Social identity theory, social exchange theory, psychoanalysis theory, social information processing theory, and resource-based theories were primarily used to account for the dark side of positive leadership. Future research should develop an integrated theoretical framework underlying the dark side of positive leadership, extend existing literature by examining the dark side of other leadership styles, and identify the boundary conditions that alleviate these dark side effects. Group differences(e.g., cultures, generation, and gender) should also be considered as boundary conditions of the dark side of positive leadership.
Previous leadership research has primarily concentrated on the bright side of positive leadership styles, while paying less attention to their possible dark side. Although the recent years have witnessed an increasing number of these inquiries, there is still a lack of a clear understanding of the dark side of positive leadership. A review of 41 empirical journal articles illustrates the scientific status of this research area. In general, research has illustrated the dark side of behavior-oriented leadership(i.e., transformational, ethical,empowering, inclusive, and benevolent leadership) as well as relationship-oriented leadership(i.e.,leader-member exchange) in terms of their negative effects on leaders, followers, and teams. Besides the research that solely examined the negative effect, there is a body of research that investigated the double-edged sword effects and nonlinear effect of positive leadership. Social identity theory, social exchange theory, psychoanalysis theory, social information processing theory, and resource-based theories were primarily used to account for the dark side of positive leadership. Future research should develop an integrated theoretical framework underlying the dark side of positive leadership, extend existing literature by examining the dark side of other leadership styles, and identify the boundary conditions that alleviate these dark side effects. Group differences(e.g., cultures, generation, and gender) should also be considered as boundary conditions of the dark side of positive leadership.
引文
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