基于链式中介效应的真实型领导对员工创新行为影响研究
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摘要
基于社会认知理论和价值观理论,考察了真实型领导对员工创新行为的复杂影响机制。以374份企业员工数据为样本,通过层级回归分析和Bootstrap方法进行假设检验,研究结果表明:真实型领导对员工创新行为具有显著正向影响;不确定性规避和创新自我效能感在真实型领导与员工创新行为之间分别发挥部分中介作用,而且发挥了链式中介作用,即真实型领导通过降低不确定性规避程度影响员工的创新自我效能感,进而鼓励了员工的创新。
Based on the values theory and social cognitive theory, the complex influencing mechanism of authentic leadership on employee innovative behavior was investigated. With 374 employee questionnaires, hypothesis testing was conducted through hierarchical regression analysis and Bootstrap method. Authentic leadership was positively related to employee innovative behavior. Uncertainty avoidance and creative self-efficacy mediated the relationship between the authentic leadership and the innovative behavior, and also play a chain mediation. That is, the authentic leadership affects the creative self-efficacy of employees by reducing the degree of uncertainty avoidance, and then stimulates the innovative behavior. The study reveals the more complex mechanisms between the authentic leadership and the innovative behavior of employees, and provides theoretical basis for how to motivate the employee innovative behavior effectively.
Based on the values theory and social cognitive theory, the complex influencing mechanism of authentic leadership on employee innovative behavior was investigated. With 374 employee questionnaires, hypothesis testing was conducted through hierarchical regression analysis and Bootstrap method. Authentic leadership was positively related to employee innovative behavior. Uncertainty avoidance and creative self-efficacy mediated the relationship between the authentic leadership and the innovative behavior, and also play a chain mediation. That is, the authentic leadership affects the creative self-efficacy of employees by reducing the degree of uncertainty avoidance, and then stimulates the innovative behavior. The study reveals the more complex mechanisms between the authentic leadership and the innovative behavior of employees, and provides theoretical basis for how to motivate the employee innovative behavior effectively.
引文
[1]Yuan F,Zhou J.Effects of Cultural Power Distance on Group Creativity and Individual Group Member Creativity[J].Journal of Organizational Behavior,2015,36(7):990-1007.
[2]赵斌,徐璐.差错管理氛围对员工创新行为影响研究——基本心理需求与知识建构的双路径作用[J].经济经纬,2018(2):128-134.
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[14]Bandura A.Self-Efficacy:Toward A Unifying Theory of Behavioral Change[J].Psychological Review,1977,84:191-215.
[15]Tierney P,Farmer S M.Creative Self-efficacy:Its Potential Antecedents and Relationship to Creative Performance[J].Academy of Management Journal,2002,45(6):1137-1148.
[16]Weiss M,Razinskas S,Backmann J,Hoegl M.Authentic leadership and leaders' mental well-being:An experience sampling study[J].The Leadership Quarterly,2018,29(2):309-321.
[17]Hsieh C C,Wang D S.Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust?[J].International Journal of Human Resource Management,2015,26(18):1-20.
[18]Hirst G,Knippenberg D V,Zhou Q,et al.Exploitation and Exploration Climates’ Influence on Performance and Creativity:Diminishing Returns as Function of Self-Efficacy [J].Journal of Management,2018,44(3):870-891.
[19]Afsar B,Masood M.Transformational Leadership,Creative Self-Efficacy,Trust in Supervisor,Uncertainty Avoidance,and Innovative Work Behavior of Nurses[J].Journal of Applied Behavioral Science,2018,54(1):36-61.
[20]Roe R A,Ester P.Values and Work:Empirical Findings and Theoretical Perspective[J].Applied Psychology,1999,48(1):1-21.
[21]Jung J M,Kellaris J J.Cross-national Differences in Proneness to Scarcity Effects:The Moderating Roles of Familiarity,Uncertainty Avoidance,and Need for Cognitive Closure[J].Psychology & Marketing,2004,21(9):739-753.
[22]Carmeli A,Schaubroeck J.The Influence of Leaders' and Other Referents' Normative Expectations on Individual Involvement in Creative Work[J].The Leadership Quarterly,2007,18(1):35-48.
[23]Scott S G,Bruce R A.Determinants of Innovative Behavior:A Path Model of Individual Innovation in the Workplace[J].Academy of Management Journal,1994,37(3):580-607.
[24]赵可汗,贾良定,蔡亚华,等.抑制团队关系冲突的负效应:一项中国情境的研究[J].管理世界,2014(3):119-130.
[2]赵斌,徐璐.差错管理氛围对员工创新行为影响研究——基本心理需求与知识建构的双路径作用[J].经济经纬,2018(2):128-134.
[3]程博,熊婷.在职培训、儒家文化影响与企业创新[J].广东财经大学学报,2018(1):72-85
[4]李杏,侯佳妮.制度环境、人力资本分配与服务业企业创新——基于世界银行中国服务业企业调查的经验研究[J].南京财经大学学报,2018(5):1-11.
[5]夏绪梅,纪晓阳.辱虐管理对员工创新行为的影响——心理授权的中介作用[J].西安财经学院学报,2017(2):62-67.
[6]Lord R G,Brown D J.Leadership,Values,and Subordinate Self-Concepts[J].The Leadership Quarterly,2001(12):133-152.
[7]郝萌,程志超.真实型领导、积极氛围与下属创造力[J].科研管理,2015,36(12):103-109.
[8]Avolio B J,Mhatre K H.Advances in Theory and Research on Authentic Leadership[A].In Cameron K S,Spreitzer G.The Oxford Handbook Of Positive Organizational Scholarship[M].Oxford:Oxford University Press,2012.
[9]Walumbwa F O,Avolio B J,Gardner W L,Wernsing T S,Peterson S J.Authentic Leadership:Development and Validation of a Theory-based Measure[J].Journal of Management,2008,34(1):89-126.
[10]Gardner W L,Cogliser C C,Davis K M,Dickens M P.Authentic leadership:A review of the literature and research agenda[J].The Leadership Quarterly,2011,22(6):1120-1145.
[11]Joiner T A.The Influence of National Culture and Organizational Culture Alignment on Job Stress and Performance:Evidence from Greece[J].Journal of Managerial Psychology,2001,16(3):229-242.
[12]Ilies R,Morgeson F P,Nahrgang J D.Authentic Leadership and Eudaemonic Well-being:Understanding Leader-follower Outcomes[J].The Leadership Quarterly,2005,16(3):373-394.
[13]Hofstede G.Culture's Consequences:Comparing Values,Behaviors,Institutions,and Organizations Across Nations[M].Shanghai Foreign Language Education Press,2008:89-92.
[14]Bandura A.Self-Efficacy:Toward A Unifying Theory of Behavioral Change[J].Psychological Review,1977,84:191-215.
[15]Tierney P,Farmer S M.Creative Self-efficacy:Its Potential Antecedents and Relationship to Creative Performance[J].Academy of Management Journal,2002,45(6):1137-1148.
[16]Weiss M,Razinskas S,Backmann J,Hoegl M.Authentic leadership and leaders' mental well-being:An experience sampling study[J].The Leadership Quarterly,2018,29(2):309-321.
[17]Hsieh C C,Wang D S.Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust?[J].International Journal of Human Resource Management,2015,26(18):1-20.
[18]Hirst G,Knippenberg D V,Zhou Q,et al.Exploitation and Exploration Climates’ Influence on Performance and Creativity:Diminishing Returns as Function of Self-Efficacy [J].Journal of Management,2018,44(3):870-891.
[19]Afsar B,Masood M.Transformational Leadership,Creative Self-Efficacy,Trust in Supervisor,Uncertainty Avoidance,and Innovative Work Behavior of Nurses[J].Journal of Applied Behavioral Science,2018,54(1):36-61.
[20]Roe R A,Ester P.Values and Work:Empirical Findings and Theoretical Perspective[J].Applied Psychology,1999,48(1):1-21.
[21]Jung J M,Kellaris J J.Cross-national Differences in Proneness to Scarcity Effects:The Moderating Roles of Familiarity,Uncertainty Avoidance,and Need for Cognitive Closure[J].Psychology & Marketing,2004,21(9):739-753.
[22]Carmeli A,Schaubroeck J.The Influence of Leaders' and Other Referents' Normative Expectations on Individual Involvement in Creative Work[J].The Leadership Quarterly,2007,18(1):35-48.
[23]Scott S G,Bruce R A.Determinants of Innovative Behavior:A Path Model of Individual Innovation in the Workplace[J].Academy of Management Journal,1994,37(3):580-607.
[24]赵可汗,贾良定,蔡亚华,等.抑制团队关系冲突的负效应:一项中国情境的研究[J].管理世界,2014(3):119-130.