恩威并施、积极执行与工作绩效——探索中国情境下双元领导的有效性
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摘要
当今复杂多变的环境呼吁领导者应采取双元领导策略,以平衡组织内部的相异诉求。恩威并施是我国传统文化塑造的一种具有双元特性的典型领导行为,被大量学者视为提升下属产出的有效方式。然而,以往研究忽略了"施恩"(仁慈领导行为)和"立威"(威权领导行为)不同组合对下属工作产出的差异化影响及其内部机理。为了弥补这些不足,文章通过引入追随力理论,探讨了施恩和立威组合情况如何塑造下属执行力进而影响工作绩效。采用多项式回归和响应面分析方法,对130份两时间点上下级配对数据进行分析,发现:(1)在施恩与立威水平相当情况下,恩威皆高时下属积极执行程度要高于恩威皆低;(2)在施恩与立威水平不一致情况下,恩多威寡时下属积极执行程度要高于威多恩寡;(3)施恩与立威组合情况对下属积极执行的影响能够波及至下属工作绩效,其中,恩威皆高通过积极执行对工作绩效间接效应是最强的。以上结果细化了学界对恩威并施作用效果的认识,对双元领导、追随力和工作绩效等研究领域均有一定的启发意义。
Ambidextrous leadership is key to solving organizational tension and complex problems. This type of leadership has gained attention in the field of organizational behavior in recent years. Ambidextrous leadership refers to a set of two complementary leadership behaviors and the flexibility switch between two different behaviors. Existing studies noted the extensive benefits of ambidextrous leadership to employees and organizations. These advantages include enhancement of the psychological empowerment of employees, exploratory and exploitative behaviors, innovation, and organizational change. Prior studies focused on ambidextrous leadership from the Western context. These studies include opening-closing leadership and transformational-transactional leadership. However, the consequences of indigenous ambidextrous leadership in the Chinese context remain poorly understood. A particular ambidextrous leadership embedded in Chinese culture was identified, namely, authoritarian-benevolent leadership. The present study focuses on the combination of authoritarian and benevolent leadership, which is regarded as a type of indigenous ambidextrous leadership. The researchers aimed to investigate the effect of different combination modes of benevolent and authoritarian leadership on the work outcome of subordinates and its underlying mechanism.The researchers identified four scenarios by combining the two kinds of leadership, namely, high authority–high benevolence, low authority–low benevolence, high authority–low benevolence, low authority–high benevolence. This approach was based on the level of authoritarian and benevolent leadership. The former two forms of leadership fall under the congruence category, whereas the latter two fall under the incongruence category. By drawing on followership theory, the researchers expected that the active implementation of subordinates was high when leaders were at a high level of authoritarian leadership and benevolent leadership than when at a low level of authoritarian leadership and benevolent leadership. The researchers also found that the active implementation of subordinates was high when the benevolent leadership of leaders exceeded authoritarian leadership rather than when authoritarian leadership exceeded benevolent leadership. Third, the active implementation of subordinates carried the joint effect of benevolent and authority leadership to the job performance of followers. A multiwave, multiresource survey was used to test the hypotheses. Surveys were given to 204 voluntary subordinates at Time 1. They were required to report their leaders' benevolent leadership and authoritarian leadership and demographic information. The researchers obtained 183 effective survey responses. After one month, the researchers conducted Time 2 survey, which required leaders to rate the job performance of their subordinates. The subordinates were then required to rate their active implementation. A total of 130 effective survey responses were obtained. The researchers used polynomial regression combined with response surface analysis based on the two-wave data. The results supported the hypotheses. The findings offered several contributions to literature. First, different combination modes of benevolent and authoritarian leadership have different effects on the work outcome of subordinates. Second, the researchers uncovered the dynamics between authoritarian-benevolent leadership and work outcome of subordinates. These findings can aid Chinese scholars to gain an improved understanding of indigenous ambidextrous leadership. These findings advance the understanding on how authoritarian leadership combined with benevolent leadership affects the performance of followers. The findings also provide further practical insights to practitioners.
Ambidextrous leadership is key to solving organizational tension and complex problems. This type of leadership has gained attention in the field of organizational behavior in recent years. Ambidextrous leadership refers to a set of two complementary leadership behaviors and the flexibility switch between two different behaviors. Existing studies noted the extensive benefits of ambidextrous leadership to employees and organizations. These advantages include enhancement of the psychological empowerment of employees, exploratory and exploitative behaviors, innovation, and organizational change. Prior studies focused on ambidextrous leadership from the Western context. These studies include opening-closing leadership and transformational-transactional leadership. However, the consequences of indigenous ambidextrous leadership in the Chinese context remain poorly understood. A particular ambidextrous leadership embedded in Chinese culture was identified, namely, authoritarian-benevolent leadership. The present study focuses on the combination of authoritarian and benevolent leadership, which is regarded as a type of indigenous ambidextrous leadership. The researchers aimed to investigate the effect of different combination modes of benevolent and authoritarian leadership on the work outcome of subordinates and its underlying mechanism.The researchers identified four scenarios by combining the two kinds of leadership, namely, high authority–high benevolence, low authority–low benevolence, high authority–low benevolence, low authority–high benevolence. This approach was based on the level of authoritarian and benevolent leadership. The former two forms of leadership fall under the congruence category, whereas the latter two fall under the incongruence category. By drawing on followership theory, the researchers expected that the active implementation of subordinates was high when leaders were at a high level of authoritarian leadership and benevolent leadership than when at a low level of authoritarian leadership and benevolent leadership. The researchers also found that the active implementation of subordinates was high when the benevolent leadership of leaders exceeded authoritarian leadership rather than when authoritarian leadership exceeded benevolent leadership. Third, the active implementation of subordinates carried the joint effect of benevolent and authority leadership to the job performance of followers. A multiwave, multiresource survey was used to test the hypotheses. Surveys were given to 204 voluntary subordinates at Time 1. They were required to report their leaders' benevolent leadership and authoritarian leadership and demographic information. The researchers obtained 183 effective survey responses. After one month, the researchers conducted Time 2 survey, which required leaders to rate the job performance of their subordinates. The subordinates were then required to rate their active implementation. A total of 130 effective survey responses were obtained. The researchers used polynomial regression combined with response surface analysis based on the two-wave data. The results supported the hypotheses. The findings offered several contributions to literature. First, different combination modes of benevolent and authoritarian leadership have different effects on the work outcome of subordinates. Second, the researchers uncovered the dynamics between authoritarian-benevolent leadership and work outcome of subordinates. These findings can aid Chinese scholars to gain an improved understanding of indigenous ambidextrous leadership. These findings advance the understanding on how authoritarian leadership combined with benevolent leadership affects the performance of followers. The findings also provide further practical insights to practitioners.
引文
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1本研究进行了Power analysis(Cohen, 1992),用来分析本研究的统计检验力。通过Power analysis分析后,得到本研究中的统计检验力为0.83,超过标准值0.8(Cohen, 1992),这说明本研究具有较高的统计检验力。故本研究130样本量能够满足本研究需要。
2Bootstrap方法进行中介检验(Zhao, Lynch,&Chen, 2010)无需正态分布假设和大样本数据,操作简便,已被心理学、组织行为学等领域的顶级学术期刊广泛使用。Bootstrap方法对于中介效应的检验不需要对主效应进行检验,只需直接检验a(自变量到中介变量的路径系数)×b(中介变量到因变量的路径系数)是否显著(Zhaoetal.,2010)。若中介效应的95%置信区间不包括0 ,则说明中介效应显著(温忠麟,叶宝娟, 2012)。
Bjugstad,K.,Thach,E.C.,Thompson,K.J.,&Morris,A.(2006).A fresh look at followership:A model for matching followership and leadership styles.Journal of Behavioral&Applied Management,7(3),304-319.
Chan,S.C.H.,Huang,X.,Snape,E.,&Lam,C.K.(2013).The janus face of paternalistic leaders:Authoritarianism,benevolence,subordinates'organization-based self-esteem,and performance.Journal of Organizational Behavior,34(1),108-128.
Chen,Z.X.,Tsui,A.S.,&Farh,J.L.(2002).Loyalty to supervisor vs.organizational commitment:Relationships to employee performance in China.Journal of Occupational and Organizational Psychology,75(3),339-356.
Cheng,B.S.(1995).The relationship between parental authority and leadership behavior:A case study of a moderator in a private enterprise in Taiwan.The Central Research Institute of Ethnology,79,119-173.[郑伯埙.(1995).家长权威与领导行为之关系:一个台湾民营企业主持人的个案研究.中央研究院民族学研究所集刊,79,119-173.]
Cheng,B.S.,Chou,L.F.,Wu,T.Y.,Huang,M.P.,&Farh,J.L.(2004).Paternalistic leadership and subordinate responses:Establishing a leadership model in Chinese organizations.Asian Journal of Social Psychology,7(1),89-117.
Cheng,B.S.,Zhou,L.F.,&Fan,J.L.(2000).Paternalistic leadership:Construction and measurement of ternary mode.Indigenous Psychological Research in Chinese Societies,14,3-64.[郑伯埙,周丽芳,樊景立.(2000).家长式领导:三元模式的建构与测量.本土心理学研究,14,3-64.]
Cohen,J.(1992).A power primer.Psychological Bulletin,112(1),155-159.
Deci,E.L.,&Ryan,R.M.(1985).Intrinsic motivation and self-determination in human behavior.New York:Plenum.
De Cremer,D.,&Van Dijk,E.(2005).When and why leaders put themselves first:Leader behaviour in resource allocations as a function of feeling entitled.European Journal of Social Psychology,35(4),553-563.
Dulac,T.,Coyle-Shapiro,J.A.M.,Henderson,D.J.,&Wayne,S.J.(2008).Not all responses to breach are the same:The interconnection of social exchange and psychological contract processes in organizations.Academy of Management Journal,51(6),1079-1098.
Edwards,J.R.,&Cable,D.M.(2009).The value of value congruence.Journal of Applied Psychology,94(3),654-677.
Edwards,J.R.,&Parry,M.E.(1993).On the use of polynomial regression equations as an alternative to difference scores in organizational research.Academy of Management Journal,36(6),1577-1613.
Farh,J.L.,&Cheng,B.S.(2000).A cultural analysis of paternalistic leadership in Chinese organizations.In J.T.Li,A.S.Tsui,&W.Weldon(Eds.),Management and organizations in the Chinese context(pp.85-127).London:Macmillan.
Keller,T.,&Weibler,J.(2015).What it takes and costs to be an ambidextrous manager.Journal of Leadership&Organizational Studies,22(1),54-71.
Li,H.,Ding G.,&Li,X.J.(2014).The impact of leadership on employee innovation behavior in the context of China-The perspective paternalistic leadership ternary theory.Chinese Journal of Management,11(7),1005-1013.[李珲,丁刚,李新建.(2014).基于家长式领导三元理论的领导方式对员工创新行为的影响.管理学报,11(7),1005-1013.]
Li,H.L.,Song,J.W.,&Zhou,W.J.(2015).The impact of transformational leadership on employee followership in the Chinese context.Human Resources Development of China,(15),47-55.[李浩澜,宋继文,周文杰.(2015).中国文化背景下变革型领导风格对员工追随力的作用机制.中国人力资源开发,(15),47-55.]
Li,R.,Tian,X.M.,&Liu,S.S.(2015).Does benevolent leadership increase employee pro-social rule breaking?Acta Psychologica Sinica,(5),637-652.[李锐,田晓明,柳士顺.(2015).仁慈领导会增加员工的亲社会性规则违背吗?心理学报,(5),637-652.]
Luo,J.L.,Zhao,L.,Han,Y.,Zhong,J.,&Guan,S.J.(2016).Overview and prospect on research of ambidextrous leadership.Chinese Journal of Management,13(12),1882-1889.[罗瑾琏,赵莉,韩杨,钟竞,管建世.(2016).双元领导研究进展述评.管理学报,13(12),1882-1889.]
Luthans,F.(2002).The need for and meaning of positive organizational behavior.Journal of Organizational Behavior,23(6),695-706.
Mackinnon,D.P.,Krull,J.L.,&Lockwood,C.M.(2000).Equivalence of the mediation,confounding and suppression effect.Prevention Science the Official Journal of the Society for Prevention Research,1(4),173-181.
Matta,F.K.,Scott,B.,Koopman,J.,&Conlon,D.E.(2015).Does seeing"eye to eye"affect work engagement and organizational citizenship behavior?A role theory perspective on LMX agreement.Academy of Management Journal,58(6),1686-1708.
?z?elik,G.,&Cenkci,T.(2014).Moderating effects of job embeddedness on the relationship between paternalistic leadership and in-role job performance.Procedia-Social and Behavioral Sciences,150,872-880.
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1本研究进行了Power analysis(Cohen, 1992),用来分析本研究的统计检验力。通过Power analysis分析后,得到本研究中的统计检验力为0.83,超过标准值0.8(Cohen, 1992),这说明本研究具有较高的统计检验力。故本研究130样本量能够满足本研究需要。
2Bootstrap方法进行中介检验(Zhao, Lynch,&Chen, 2010)无需正态分布假设和大样本数据,操作简便,已被心理学、组织行为学等领域的顶级学术期刊广泛使用。Bootstrap方法对于中介效应的检验不需要对主效应进行检验,只需直接检验a(自变量到中介变量的路径系数)×b(中介变量到因变量的路径系数)是否显著(Zhaoetal.,2010)。若中介效应的95%置信区间不包括0 ,则说明中介效应显著(温忠麟,叶宝娟, 2012)。