变革型领导力与员工创新行为模式:基于促进定向的中介作用
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摘要
本文旨在团队背景下研究变革型领导力对员工创新模式的作用机制以及员工促进定向的中介作用。文章通过结构化问卷获得了192份来自产学研合作创新团队的数据样本,并采用偏最小二乘法结构方程模型进行分析。研究发现,变革型领导力与员工突破性创新行为和渐进性创新行为呈现出了显著的正向影响,员工的促进定向的中介作用显著,尤其是在变革型领导力与突破性创新行为之间的中介作用。本研究从组织行为学的视角,通过实证研究,验证了变革型领导力行为与员工促进定向、渐进性创新、突破性创新之间复杂的作用机制,进一步丰富了战略领导理论与创新模式理论。
The purpose of this paper is to study the effect of transformational leadership on innovation model and the mediating role of promotion focus in the context of collaborative innovation. The role of transformational leadership in innovation has aroused widespread concern in academia, but there is little research on innovation model, especially the empirical research. In order to better explain the relationship, we introduced the mediating effect of promotion focus. Through the structured questionnaire, 192 samples were obtained and analyzed by structural equation model. The study found that transformational leadership is positive related with radical innovation and incremental innovation, the mediating effect of promotion focus is significant, especially for transformational leadership and radical innovation. This study enriched the strategic leadership theory and collaborative innovation theory.
The purpose of this paper is to study the effect of transformational leadership on innovation model and the mediating role of promotion focus in the context of collaborative innovation. The role of transformational leadership in innovation has aroused widespread concern in academia, but there is little research on innovation model, especially the empirical research. In order to better explain the relationship, we introduced the mediating effect of promotion focus. Through the structured questionnaire, 192 samples were obtained and analyzed by structural equation model. The study found that transformational leadership is positive related with radical innovation and incremental innovation, the mediating effect of promotion focus is significant, especially for transformational leadership and radical innovation. This study enriched the strategic leadership theory and collaborative innovation theory.
引文
[1]ALI Z,SUN H,ALI M.The impact of managerial and adaptive capabilities to stimulate organizational innovation in SMEs:A complementary PLS-SEM approach [J].Sustainability,2017,9(12):2157.
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[3]曲如杰,孙军保,杨中,等.领导对员工创新影响的综述[J].管理评论,2012,24(2):146-153.
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[17]张可,高庆昆.基于突破性技术创新的企业核心竞争力构建研究[J].管理世界,2013(6):180-181.
[18]BECK M,LOPES-BENTO C,SCHENKER-WICKI A.Radical or incremental:Where does R&D policy hit [J].Research Policy,2016,45(4):869-883.
[19]ORTIZ-VILLAJOS J M,SOTOCA S.Innovation and business survival:A long-term approach [J].Research Policy,2018,47(8):1418-1436.
[20]HIGGINS E T,SILBERMAN I.Development of regulatory focus:Promotion and prevention as ways of living [C].// J.H.C.S.Dweck (Ed).Motivation and self-regulation across the life span.New York:Cambridge University Press,1998:78-113.
[21]陈璐,王月梅.促进型调节定向对研发人员跨边界行为的影响研究[J].管理科学,2017,30(1):107-118.
[22]HIGGINS E T,CORNWELL J.Securing foundations and advancing frontiers:Prevention and promotion effects on judgment & decision making [J].Organizational Behavior and Human Decision Processes,2016(136):56-67.
[23]NEUBERT M J,HUNTER E M,TOLENTINO R C.A servant leader and their stakeholders:When does organizational structure enhance a leader’s influence [J].The Leadership Quarterly,2016,27(6):896-910.
[24] HOUWELINGEN G V,STAM D,GIESSNER S.So close and yet so far away:A psychological distance account of the effectiveness of leader appeals [J].Journal of Applied Social Psychology,2017,47(12):665-676.
[25]WANG X H,KIM T-Y,LEE D-R.Cognitive diversity and team creativity:Effects of team intrinsic motivation and transformational leadership [J].Journal of Business Research,2016,69(9):3231-3239.
[26]COLLINS M D,JACKSON C J.A process model of self-regulation and leadership:How attentional resource capacity and negative emotions influence constructive and destructive leadership [J].The Leadership Quarterly,2015,26(3):386-401.
[27]LOCKWOOD P,JORDAN C H,KUNDA Z.Motivation by positive or negative role models:Regulatory focus determines who will best inspire us [J].Journal of Personality & Social Psychology,2002,83(4):854.
[28]MARIA G M,MARIA M L.Driving human resources towards quality and innovation in a highly competitive environment [J].International Journal of Manpower,2013,34(8):839-860.
[29]DOLCE P,LAURO N C.Comparing maximum likelihood and PLS estimates for structural equation modeling with formative blocks [J].Quality & Quantity,2015,49(3):891-902.
[30]HENSELER J,RINGLE C M,SINKOVICS R R.The use of partial least squares path modeling in international marketing [J].Advances in International Marketing,2009,20(1):277-319.
[31]RINGLE C M,WENDE S,WILL A.SmartPLS-Version 2.0[M].Hamburg:University of Hamburg,2005.
[32]CHIN W W.The partial least squares approach for structural equation modeling [C].// Marcoulides G A (Ed.).Modern methods for business research [C].Lawrence Erlbaum Associates,Mahwah,1998:295-336.
[33]EFRON B,TIBSHIRANI R J.An introduction to the bootstrap [M].New York:Chapman & Hall,1993:60-82.
[2]刘晔,曲如杰,时勘,等.领导创新期待对员工根本性创新行为的影响:创新过程投入的视角[J].南开管理评论,2016,19(6):17-26.
[3]曲如杰,孙军保,杨中,等.领导对员工创新影响的综述[J].管理评论,2012,24(2):146-153.
[4]BURAK O.Contextual leadership:A systematic review of how contextual factors shape leadership and its outcomes [J].The Leadership Quarterly,2018,29 (1):218-235,
[5]BASS B M,AVOLIO B J.Full-range of leadership development:Manual for the multifactor leadership questionnaire [M].Palo Alto:Mind Garden,1997:49-73.
[6]BASS B M,BASS R.The Bass handbook of leadership:Theory,research,and managerial applications [M].New York:Free Press,2008:618-651.
[7]RUBIN R S,MUNZ D C,BOMMER W H.Leading from within:The Effects of emotion recognition and personality on transformational leadership behavior [J].Academy of Management Journal,2005,48(5):845-858.
[8]NEERAJ K J,RAJIB L D.Transformational leadership,innovation climate,creative self-efficacy and employee creativity:A multilevel study [J].International Journal of Hospitality Management,2015,(51):30-41,
[9]ALLEN G,BRIAN R S,MARK V.Charisma as signal:An evolutionary perspective on charismatic leadership [J].The Leadership Quarterly,2017,28(4):473-485,
[10]CONGER J A,KANUNGO R N.Charismatic leadership in organizations [M].Thousand Oaks:Sage Publications,1998:121-153.
[11]DAVID B B,PATRICE R,STEVE W.Performance contingent pay and autonomy:Implications for facilitating extra-role creativity [J].Human Resource Management Review,2015,25(4):384-395,
[12]HAMSTRA M R W,VAN YPEREN N W,WISSE B,et al.On the perceived effectiveness of transformational-transac￣tional leadership:The role of encouraged strategies and followers’ regulatory focus [J].European Journal of Social Psychology,2014,44(6):643-656.
[13]陈晨,时勘,陆佳芳.变革型领导与创新行为:一个被调节的中介作用模型[J].管理科学,2015,28(4):11-22.
[14]NIELSEN S L,LASSEN A H.Identity in entrepre￣neurship effectuation theory:A supplementary framework [J].International Entrepreneurship and Management Journal,2012,8(3):373-389.
[15]WALDMAN D A,YAMMARINO F J.CEO Charismatic Leadership:Levels of Management and Levels of Analysis Effects [J].Academy of Management Review,1999,24(2):266-285.
[16]蒋艳辉,曾倩芳,冯楚建,等.非高管型海归、本土科技人才与企业突破性创新——来自中小型高新技术企业的经验证据[J].中国软科学,2018(2):149-159.
[17]张可,高庆昆.基于突破性技术创新的企业核心竞争力构建研究[J].管理世界,2013(6):180-181.
[18]BECK M,LOPES-BENTO C,SCHENKER-WICKI A.Radical or incremental:Where does R&D policy hit [J].Research Policy,2016,45(4):869-883.
[19]ORTIZ-VILLAJOS J M,SOTOCA S.Innovation and business survival:A long-term approach [J].Research Policy,2018,47(8):1418-1436.
[20]HIGGINS E T,SILBERMAN I.Development of regulatory focus:Promotion and prevention as ways of living [C].// J.H.C.S.Dweck (Ed).Motivation and self-regulation across the life span.New York:Cambridge University Press,1998:78-113.
[21]陈璐,王月梅.促进型调节定向对研发人员跨边界行为的影响研究[J].管理科学,2017,30(1):107-118.
[22]HIGGINS E T,CORNWELL J.Securing foundations and advancing frontiers:Prevention and promotion effects on judgment & decision making [J].Organizational Behavior and Human Decision Processes,2016(136):56-67.
[23]NEUBERT M J,HUNTER E M,TOLENTINO R C.A servant leader and their stakeholders:When does organizational structure enhance a leader’s influence [J].The Leadership Quarterly,2016,27(6):896-910.
[24] HOUWELINGEN G V,STAM D,GIESSNER S.So close and yet so far away:A psychological distance account of the effectiveness of leader appeals [J].Journal of Applied Social Psychology,2017,47(12):665-676.
[25]WANG X H,KIM T-Y,LEE D-R.Cognitive diversity and team creativity:Effects of team intrinsic motivation and transformational leadership [J].Journal of Business Research,2016,69(9):3231-3239.
[26]COLLINS M D,JACKSON C J.A process model of self-regulation and leadership:How attentional resource capacity and negative emotions influence constructive and destructive leadership [J].The Leadership Quarterly,2015,26(3):386-401.
[27]LOCKWOOD P,JORDAN C H,KUNDA Z.Motivation by positive or negative role models:Regulatory focus determines who will best inspire us [J].Journal of Personality & Social Psychology,2002,83(4):854.
[28]MARIA G M,MARIA M L.Driving human resources towards quality and innovation in a highly competitive environment [J].International Journal of Manpower,2013,34(8):839-860.
[29]DOLCE P,LAURO N C.Comparing maximum likelihood and PLS estimates for structural equation modeling with formative blocks [J].Quality & Quantity,2015,49(3):891-902.
[30]HENSELER J,RINGLE C M,SINKOVICS R R.The use of partial least squares path modeling in international marketing [J].Advances in International Marketing,2009,20(1):277-319.
[31]RINGLE C M,WENDE S,WILL A.SmartPLS-Version 2.0[M].Hamburg:University of Hamburg,2005.
[32]CHIN W W.The partial least squares approach for structural equation modeling [C].// Marcoulides G A (Ed.).Modern methods for business research [C].Lawrence Erlbaum Associates,Mahwah,1998:295-336.
[33]EFRON B,TIBSHIRANI R J.An introduction to the bootstrap [M].New York:Chapman & Hall,1993:60-82.