谦卑型领导与团队学习氛围:被调节的中介模型
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摘要
本研究从社会互动视角探讨了谦卑型领导对团队学习氛围的影响机制,重点分析了团队咨询网络密度在二者间的中介作用以及社会分类断裂带的调节作用。通过对51个团队248名成员进行两阶段问卷调查的结果表明:谦卑型领导对团队咨询网络密度具有积极影响;团队咨询网络密度在谦卑型领导与团队学习氛围间具有部分中介作用;团队社会分类断裂带在团队咨询网络密度与团队学习氛围间具有调节作用;团队社会分类断裂带调节了团队咨询网络密度谦卑型领导与团队学习氛围间的中介作用,即社会分类断裂带水平越高,团队咨询网络密度对谦卑型领导与团队学习氛围间关系的中介效应越弱,反之越强。
Based on social interactive perspective,it examined how humble leadership(HL) enhances team learning climate(TLC) by exploring the mediating role of the team advice network density and the moderating role of the social category faultlines.It conducted analyses of two-stage investigation from 51 teams and 248 employees.Results indicate that HL is positively related to team advice network density,which partially mediates the relationship between HL and TLC.Furthermore,social category faultlines moderate the relationship between team advice network density and TLC.Finally,social category faultlines moderate the mediating function of the team advice network density on the relationship between HL and TLC:the higher the level of the social category faultlines,the weaker the mediating role mentioned above,and the lower if it is the opposite.
Based on social interactive perspective,it examined how humble leadership(HL) enhances team learning climate(TLC) by exploring the mediating role of the team advice network density and the moderating role of the social category faultlines.It conducted analyses of two-stage investigation from 51 teams and 248 employees.Results indicate that HL is positively related to team advice network density,which partially mediates the relationship between HL and TLC.Furthermore,social category faultlines moderate the relationship between team advice network density and TLC.Finally,social category faultlines moderate the mediating function of the team advice network density on the relationship between HL and TLC:the higher the level of the social category faultlines,the weaker the mediating role mentioned above,and the lower if it is the opposite.
引文
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[33]BHAVE D P,KRAMER A,GLOMB T M.Work-family conflict in work groups:social information processing,support,and demographic dissimilarity[J].Journal of Applied Psychology,2010,95(1):145-58.
[34]COOPER D,PATEL P C,THATCHER S M B.It depends:environmental context and the effects of faultlines on top management team performance[J].Organization Science,2014,25(2):633-652.
[35]VENKATARAMANI V,GREEN S G,SCHLEICHER D J.Well-connected leaders:the impact of leaders'social network ties on LMX and members'work attitudes[J].Journal of Applied Psychology,2010,95(6):1071-84.
[36]THATCHER S M B,JEHN K A,ZANUTTO E.Cracks in diversity research:the effects of diversity faultlines on conflict and performance[J].Group Decision&Negotiation,2003,12(3):217-241.
[37]REGO A,OWENS B,YAM K C,et al.Leader humility and team performance:exploring the mediating mechanisms of team psychological capital and task allocation effectiveness[J/OL].Journal of Management,2017.DOI:10.1177/0149206316688941.
[38]CARTER D R,DECHURCH L A,BRAUN M T,et al.Social network approaches to leadership:an integrative conceptual review[J].Journal of Applied Psychology,2015,100(3):597-622.
[2]CHOI M,RUONA W E A.Individual readiness for organizational change and its implications for human resource and organization development[J].Human Resource Development Review,2011,10(1):46-73.
[3]NIKOLOVA I,RUYSSEVELDT J V,WITTE H D,et al.Learning climate scale:construction,reliability and initial validity evidence[J].Journal of Vocational Behavior,2014,85(3):258-265.
[4]ELDOR L,HARPAZ I.A process model of employee engagement:the learning climate and its relationship with extra-role performance behaviors[J].Journal of Organizational Behavior,2016,37(2):213-235.
[5]NAVEH E,KATZ-NAVON T,STERN Z.Active learning climate and employee errors:the moderating effects of personality traits[J].Journal of Organizational Behavior,2015,36(3):441-459.
[6]SALANCIK G R,PFEFFER J.A social information processing approach to job attitudes and task design[J].Admini-strative Science Quarterly,1978,23(2):224-253.
[7]DICKSON M W,SMITH D B,Grojean M W,et al.An organizational climate regarding ethics:the outcome of leader values and the practices that reflect them[J].Leadership Quarterly,2001,12(2):197-217.
[8]MAYER D M,AQUINO K,Greenbaum R L,et al.Who displays ethical leadership,and why does it matter?An examination of antecedents and consequences of ethical leadership[J].Academy of Management Journal,2012,55(1):151-171.
[9]陈帅,王端旭.道不同不相为谋?信息相关断裂带对团队学习的影响[J].心理学报,2016,48(7):867-879.
[10]OWENS B P,HEKMAN D R.Modeling how to grow:an inductive examination of humble leader behaviors,outcomes,and contingencies[J].Academy of Management Journal,2012,55(4):787-818.
[11]OWENS B P,JOHNSON M D,MITCHELL T R.Expressed humility in organizations:implications for performance,teams,and leadership[J].Organization Science,2013,24(5):1517-1538.
[12]ZOHAR D,TENNE-GAZIT O.Transformational leadership and group interaction as climate antecedents:a social network analysis[J].Journal of Applied Psychology,2008,93(4):744-57.
[13]罗家德.社会网分析讲义[M].北京:社会科学文献出版社,2010.
[14]ROBERSON Q M,COLQUITT J A.Shared and configural justice:a social network model of justice in teams[J].Academy of Management Review,2005,30(3):595-607.
[15]BEZRUKOVA K,JEHN K A,ZANUTTO E L,et al.Do workgroup faultlines help or hurt?A moderated model of faultlines,team identification,and group performance[J].Organization Science,2009,20(1):35-50.
[16]LI Jiatao,HAMBRICK D C.Factional groups:a new vantage on demographic faultlines,conflict,and disintegration in work teams[J].Academy of Management Journal,2005,48(5):794-813.
[17]杨陈,唐明凤.关系视角的高校科研团队断裂带对隐性知识转移影响研究[J].情报科学,2016,34(10):20-25.
[18]MO Shenjiang,LING Chuding,XIE Xiaoyun.The curvilinear relationship between ethical leadership and team creativity:the moderating role of team faultlines[J/OL].Journal of Business Ethics,2017.DOI:10.1007/s10551-016-3430-1.
[19]THATCHER S M B,PATEL P C.Group faultlines:a review,integration,and guide to future research[J].Journal of Management,2012,38(4):969-1009.
[20]杨陈,杨付,景熠,等.谦卑型领导如何改善员工绩效:心理需求满足的中介作用和工作单位结构的调节作用[J].南开管理评论,2018,21(2):121-134.
[21]罗瑾琏,花常花,钟竞.谦卑型领导对知识员工创造力的影响及作用机制研究:一个被中介的调节模型---基于社会认知的视角[J].研究与发展管理,2016,28(4):106-116.
[22]OWENS B P,HEKMAN D R.How does leader humility influence team performance?Exploring the mechanisms of contagion and collective promotion focus[J].Academy of Management Journal,2016,59(3):1088-1111.
[23]WASSERMAN S,FAUST K.Social network analysis:methods and applications[M].Cambridge:Cambridge University Press,1994.
[24]SCOTT J.Social network analysis:a handbook[M].2nd ed.Thousand Oaks,CA:Sage,2000.
[25]蔡亚华,贾良定,尤树洋,等.差异化变革型领导对知识分享与团队创造力的影响:社会网络机制的解释[J].心理学报,2013,45(5):585-598.
[26]ZHANG Z,PETERSON S J.Advice networks in teams:the role of transformational leadership and members'core self-evaluations[J].Journal of Applied Psychology,2011,96(5):1004-1017.
[27]ROBERSON Q M,WILLIAMSON I O.Justice in self-managing teams:the role of social networks in the emergence of procedural justice climates[J].Academy of Management Journal,2012,55(3):685-701.
[28]SPARROWE R T,LIDEN R C,WAYNE S J.Social networks and the performance of individuals and groups[J].Academy of Management Journal,2010,44(2):316-325.
[29]SCHULTE M,COHEN N A,KLEIN K K.The co-evolution of network ties and perceptions of psychological safety[J].Organization Science,2012,23(2):564-581.
[30]KLEIN K J,CONN A B,SMITH D B,et al.Is everyone in agreement?An exploration of within-group agreement in employee perceptions of the work environment[J].Journal of Applied Psychology,2001,86(1):3-16.
[31]OU A Y,TSUI A S,KINICKI A J,et al.Humble chief executive officers'connections to top management team integration and middle managers'responses[J].Administrative Science Quarterly,2014,59(1):34-72.
[32]张艳清,张秀娟.谦卑研究的前沿探析:基于资源观的企业竞争优势[J].商业经济与管理,2015(1):27-34.
[33]BHAVE D P,KRAMER A,GLOMB T M.Work-family conflict in work groups:social information processing,support,and demographic dissimilarity[J].Journal of Applied Psychology,2010,95(1):145-58.
[34]COOPER D,PATEL P C,THATCHER S M B.It depends:environmental context and the effects of faultlines on top management team performance[J].Organization Science,2014,25(2):633-652.
[35]VENKATARAMANI V,GREEN S G,SCHLEICHER D J.Well-connected leaders:the impact of leaders'social network ties on LMX and members'work attitudes[J].Journal of Applied Psychology,2010,95(6):1071-84.
[36]THATCHER S M B,JEHN K A,ZANUTTO E.Cracks in diversity research:the effects of diversity faultlines on conflict and performance[J].Group Decision&Negotiation,2003,12(3):217-241.
[37]REGO A,OWENS B,YAM K C,et al.Leader humility and team performance:exploring the mediating mechanisms of team psychological capital and task allocation effectiveness[J/OL].Journal of Management,2017.DOI:10.1177/0149206316688941.
[38]CARTER D R,DECHURCH L A,BRAUN M T,et al.Social network approaches to leadership:an integrative conceptual review[J].Journal of Applied Psychology,2015,100(3):597-622.