追随力：内涵、影响因素及对领导效能的作用机理
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摘要
追随力理论是当代管理学前沿的全新研究课题。它突出了追随力与领导力并重的管理观念；高扬了追随者灵活应对竞争变化的能动性、创造性；顺应了组织在动态发展环境中对上下级互惠合作关系建设的需求；改变了管理学以往只注重领导力而漠视追随力的研究偏向；并以殊途同归的方式，用全新的理念“追随力”诠释着领导力新的发展方向。
本研究立足中国文化情境，从组织管理学角度，以部属与领导者、组织情境的交互作用为主线，探讨追随力与领导力动态的互动关系以及追随力能动的反作用，具体包含以下三项子研究。
研究一为追随力的内涵结构与测量研究。第一步通过开放问卷、结构访谈、企业人力资源专家座谈等渠道，广泛搜集多类型企业部属的追随力典型特征。经由条目的提取、合并、归类、订正和理论饱和度检验等程序，得到了45个反映追随力特征的初始条目。第二步以这45个条目进行先导性预测，通过多次预测的探索性因素分析，剔除了25个质量偏低的条目，最后整合为20个符合心理测量学要求的条目。第三步，以20个条目的量表进行正式的大样本测量，并将535份有效样本随机分成两个样本，样本一用于再次对量表进行探索性因素分析；样本二用于系统检验量表的信效度各项指标。
研究二为追随力的主要影响因素研究。本研究选择领导风格（变革型领导、交易型领导）和组织氛围（支持性组织氛围、控制性组织氛围）为影响变量，采集了520份有效样本，运用变量间区分效度验证性因素分析、相关分析和多元层次回归分析等方法，探讨了不同的领导风格、组织氛围对追随力的正负向影响及影响水平。同时也选择了部属的性别、年龄、文化、工龄、有无职务和岗位性质六个控制变量，运用方差分析和LSD多重比较，探讨了这些控制变量下部属的追随力水平差异。
研究三为追随力对领导效能的作用机理研究。本研究采用领导-部属配对互评的调查方式采集数据。先对本研究所涉用的测量工具进行区分效度检验，再对变量进行相关分析，然后运用结构方程模型和层次回归分析方法，分别探讨了追随力对领导效能的中介、调节机制。
通过以上三项子研究，产生了如下研究结论：
（1）实证研究证实，追随力是追随者追随领导者工作，与领导力、组织情境能动交互的多维特质与行为。它是由一阶五因素（进取精神、认知悟性、执行技能、关系技能、影响力）构成的二阶一因素（追随力）。
（2）20个条目的追随力量表，通过同质信度、分半信度、内容效度、收敛效度、区分效度、实证效度等的检验表明，该量表具有很好的信效度，符合心理测量学要求。
（3）实证结果表明，变革型领导对追随力具有积极正向影响，其中愿景激励、个性化关怀两维度对追随力的进取精神、认知悟性、执行技能的正向影响更为显著。交易型领导的权变报酬、积极例外管理对追随力具有积极正向影响，但消极例外管理对追随力产生负向影响。
（4）实证结果显示，支持性组织氛围对追随力产生积极正向影响；控制性组织氛围对追随力产生负向影响，其中受正负向影响较大的是追随力的进取精神、认知悟性和执行技能三因素。
（5）方差分析和LSD多重比较表明，追随力在性别上没有显著差异，但在不同的年龄、工龄、文化、有无职务和岗位性质界面上，追随力具有一定差异。
（6）探明了追随力作用领导效能的机理。研究表明，LMX在追随力与领导效能之间起部分中介作用。PJ-fit、PG-fit在追随力作用领导效能时起调节作用，PJ-fit、PG-fit质量愈高，其与追随力的交互作用就愈强，对领导效能的正向影响也就愈强；反之则愈弱。
本研究的理论贡献主要有二，一是首次立足中国文化背景和组织情境，从管理学角度，运用多理论交叉研究技术，通过实证方法，揭示了追随力的本质、结构，开发了具有较高信效度的量表，探讨了追随力的主要影响因素，揭开了追随力作用领导效能的机理黑箱，为建构具有中华文化特征的追随力理论做了一些基础性研究。二是通过探讨追随力对领导力、组织情境的反作用，解读追随者与领导者能动交互关系对组织发展的意义，辐射追随力与领导力并重的管理观念，对改变以往重领导力轻追随力的研究偏向，丰富和发展领导理论将会产生一定的积极影响。
本研究的实用价值也主要有二，一是帮助领导者、追随者掌握追随力的本质、结构和作用机理，重新认识领导力与追随力能动交互对双方价值实现和组织目标实现的重要性。使领导者明白强化追随力是提高领导效能最根本的路径，从而主动改善与部属的互惠合作关系，以赢得更多追随者和强有力的追随力。使追随者了解追随领导者工作和创造优佳绩效需要什么、自己有什么、缺什么、该补什么，推动追随者不断提高自己的追随素质和对组织的向心力。二是拓宽了组织人力资源管理的新视角。本研究以宽泛的视角解读追随力的本质、结构和建构作用机理，填充了新时期人力资源管理工作内容。如本研究成果可以作为企业培训员工的新内容。又如本研究开发的追随力测量工具，可应用于企业人力资源的考核评价与甄别。再如本研究高扬追随者灵活应对竞争变化的能动性、创造性可以导向组织弘扬追随力文化与氛围的营建等。
Followership theories, placing equal emphasis on followership and leadership, are abrand new field in the contemporary management research. In praise of followers’dynamism and creativity, these theories responded to the needs of constructing amutually beneficial relationship through cooperation between superiors andsubordinates in a dynamic environment, and are altering the direction of managementresearch which stressed leadership and blinded followership, thus guiding the newdirection of the leadership development.
Focusing on the follower-leader/organizational context interaction, this studyexplored, with an organizational management perspective, the dynamic interactionbetween followership and leadership as well as the counter effect of followershipdynamism in the Chinese context. Three sub-studies were conducted.
Study1: Connotation, structure, and measurement of followership. The author firstcollected typical traits of followership through open-ended questionnaires, structuredinterviews, and entrepreneur discussions. After selection, combination, categorization,revision, and theoretical saturation testing, the initial45scale items were acquired. Theauthor then pretested the scale. After EFA,25items were eliminated, and the final20-item scale was formed. Last, the author administered a large sample testing. Fivehundred and thirty-five (535) valid samples were collected and randomly divided intotwo groups. Group1was used for EFA and group2was used to determine reliabilityand validity.
Study2: Main influencing factors of followership. This study chose leadership style(transformational and transactional) and organizational climate (supportive andcontrolling) as the independent variables and collected520valid samples. Using CFA,correlation and hierarchical multiple regression analysis, the author discussed thepositivity/negativity and level of the effect of leadership style and organizational climateon followership. Six control variables were chosen, including subordinates’ gender, age,education, length of employment, with or w/o managerial title, and corporate nature.Through variance analysis and LSD multiple comparisons, the effects of these controlvariables on followership were discussed.
Study3: The Mechanism of followership on leadership effectiveness. This studyadopted the leader-follower dyadic method to collect data. The author first ran adiscriminant validity test on the instrument and correlation analysis of the variables and then SEM and hierarchical regression, and discussed the mediating and moderatingmechanism of followership on leadership effectiveness.
The conclusions of the three studies were listed below:
(1) Followership refers to the multi-dimensional characteristics and behaviors by whichfollowers follow leaders and interact with leadership and work context. It’s a fivedimensional construct which includes enterprising spirit, cognitive perception,execution skills, relation skills and ability to influence.
(2) After evaluation of homogeneity reliability, split-half reliability, content validity,convergent validity, discriminant validity and empirical validity, the20-itemfollowership scale showed good reliability and validity and qualified as apsychometric measurement.
(3) Transformational leadership has a positive effect on followership, specifically,intellectual stimulation and humanistic care have a significant positive effect onenterprising spirit, cognitive perception and executive skills; whereas transactionalleadership contingent reward and active management by exception has a positiveeffect and passive management by exception has a negative effect on followership.
(4) Supportive organizational climate has a positive effect on followership, whereascontrolling organizational climate has a negative effect on followership.Specifically, enterprising spirits, cognitive perception and execution skills aresignificantly affected.
(5) There was no significant variance of gender on followership, whereas certainvariances exist among age, length of employment, education, with or w/omanagerial title and corporate nature.
(6) The Mechanism of followership on leadership effectiveness was elucidated. Theresearch indicated that LMX partially mediated and PJ-fit as well as PG-fitmoderated the relationship between followership and leadership effectiveness. Thehigher the level of PJ-fit and PG-fit, the stronger the interaction with followershipand the greater the positive effect on leadership effectiveness; and the lower thelevel, the weaker the interaction and the positive effect.
Two major theoretical contributions are made with this study. It is the firstempirical management research under the Chinese cultural background andorganizational context, which clarified the connotation and structure of followership,using a multi-theoretical cross research method. A measurement scale was developedwith good reliability and validity and the main influencing factors were discussed to elucidate the mechanism of followership on leadership effectiveness. It was hoped tocontribute some preliminary work to the construction of the Chinese-characterizedfollowership theory. By exploring the counter effect of followership on leadership andorganization context, this study interpreted the meaning of the leader-follower dynamicinteraction to organizational development, radiated the management philosophy ofequally stressing leadership and followership which would facilitate to alter the biaseddirection of the management research, and contribute to the enrichment anddevelopment of leadership theories.
The practical implications of this study also lie in two aspects. One is to helpleaders and followers clarify the connotation, structure and mechanism of action offollowership and re-acknowledge the importance that leadership-followershipinteraction has on the fulfillment of both sides’ value and the attainment of theorganizational goal. When leaders realize the best way to improve leadershipeffectiveness is to enhance subordinates’ followership, they would actively better themutually beneficial cooperative relationship with followers and gather more followersand stronger followership. Meanwhile, when followers understand what they need tofollow leaders and how to improve their performance, what they have, what they lack,and what they need, they can increase their followership qualities and cohesion to theorganization. The other is to expand the organizational human resources managementperspectives. This study took multiple perspectives to decipher the connotation,structure and mechanism of action of followership. It added new content to humanresources management of the new age. The results of this research can be used forcorporate training, and the measurement scale can be used for human resourcesevaluation and selection. The dynamism and creativity praised in this dissertation thatfollowers have when confronted with challenges could lead to the construction of thecorporate culture and atmosphere that promotes followership.
本研究立足中国文化情境，从组织管理学角度，以部属与领导者、组织情境的交互作用为主线，探讨追随力与领导力动态的互动关系以及追随力能动的反作用，具体包含以下三项子研究。
研究一为追随力的内涵结构与测量研究。第一步通过开放问卷、结构访谈、企业人力资源专家座谈等渠道，广泛搜集多类型企业部属的追随力典型特征。经由条目的提取、合并、归类、订正和理论饱和度检验等程序，得到了45个反映追随力特征的初始条目。第二步以这45个条目进行先导性预测，通过多次预测的探索性因素分析，剔除了25个质量偏低的条目，最后整合为20个符合心理测量学要求的条目。第三步，以20个条目的量表进行正式的大样本测量，并将535份有效样本随机分成两个样本，样本一用于再次对量表进行探索性因素分析；样本二用于系统检验量表的信效度各项指标。
研究二为追随力的主要影响因素研究。本研究选择领导风格（变革型领导、交易型领导）和组织氛围（支持性组织氛围、控制性组织氛围）为影响变量，采集了520份有效样本，运用变量间区分效度验证性因素分析、相关分析和多元层次回归分析等方法，探讨了不同的领导风格、组织氛围对追随力的正负向影响及影响水平。同时也选择了部属的性别、年龄、文化、工龄、有无职务和岗位性质六个控制变量，运用方差分析和LSD多重比较，探讨了这些控制变量下部属的追随力水平差异。
研究三为追随力对领导效能的作用机理研究。本研究采用领导-部属配对互评的调查方式采集数据。先对本研究所涉用的测量工具进行区分效度检验，再对变量进行相关分析，然后运用结构方程模型和层次回归分析方法，分别探讨了追随力对领导效能的中介、调节机制。
通过以上三项子研究，产生了如下研究结论：
（1）实证研究证实，追随力是追随者追随领导者工作，与领导力、组织情境能动交互的多维特质与行为。它是由一阶五因素（进取精神、认知悟性、执行技能、关系技能、影响力）构成的二阶一因素（追随力）。
（2）20个条目的追随力量表，通过同质信度、分半信度、内容效度、收敛效度、区分效度、实证效度等的检验表明，该量表具有很好的信效度，符合心理测量学要求。
（3）实证结果表明，变革型领导对追随力具有积极正向影响，其中愿景激励、个性化关怀两维度对追随力的进取精神、认知悟性、执行技能的正向影响更为显著。交易型领导的权变报酬、积极例外管理对追随力具有积极正向影响，但消极例外管理对追随力产生负向影响。
（4）实证结果显示，支持性组织氛围对追随力产生积极正向影响；控制性组织氛围对追随力产生负向影响，其中受正负向影响较大的是追随力的进取精神、认知悟性和执行技能三因素。
（5）方差分析和LSD多重比较表明，追随力在性别上没有显著差异，但在不同的年龄、工龄、文化、有无职务和岗位性质界面上，追随力具有一定差异。
（6）探明了追随力作用领导效能的机理。研究表明，LMX在追随力与领导效能之间起部分中介作用。PJ-fit、PG-fit在追随力作用领导效能时起调节作用，PJ-fit、PG-fit质量愈高，其与追随力的交互作用就愈强，对领导效能的正向影响也就愈强；反之则愈弱。
本研究的理论贡献主要有二，一是首次立足中国文化背景和组织情境，从管理学角度，运用多理论交叉研究技术，通过实证方法，揭示了追随力的本质、结构，开发了具有较高信效度的量表，探讨了追随力的主要影响因素，揭开了追随力作用领导效能的机理黑箱，为建构具有中华文化特征的追随力理论做了一些基础性研究。二是通过探讨追随力对领导力、组织情境的反作用，解读追随者与领导者能动交互关系对组织发展的意义，辐射追随力与领导力并重的管理观念，对改变以往重领导力轻追随力的研究偏向，丰富和发展领导理论将会产生一定的积极影响。
本研究的实用价值也主要有二，一是帮助领导者、追随者掌握追随力的本质、结构和作用机理，重新认识领导力与追随力能动交互对双方价值实现和组织目标实现的重要性。使领导者明白强化追随力是提高领导效能最根本的路径，从而主动改善与部属的互惠合作关系，以赢得更多追随者和强有力的追随力。使追随者了解追随领导者工作和创造优佳绩效需要什么、自己有什么、缺什么、该补什么，推动追随者不断提高自己的追随素质和对组织的向心力。二是拓宽了组织人力资源管理的新视角。本研究以宽泛的视角解读追随力的本质、结构和建构作用机理，填充了新时期人力资源管理工作内容。如本研究成果可以作为企业培训员工的新内容。又如本研究开发的追随力测量工具，可应用于企业人力资源的考核评价与甄别。再如本研究高扬追随者灵活应对竞争变化的能动性、创造性可以导向组织弘扬追随力文化与氛围的营建等。
Followership theories, placing equal emphasis on followership and leadership, are abrand new field in the contemporary management research. In praise of followers’dynamism and creativity, these theories responded to the needs of constructing amutually beneficial relationship through cooperation between superiors andsubordinates in a dynamic environment, and are altering the direction of managementresearch which stressed leadership and blinded followership, thus guiding the newdirection of the leadership development.
Focusing on the follower-leader/organizational context interaction, this studyexplored, with an organizational management perspective, the dynamic interactionbetween followership and leadership as well as the counter effect of followershipdynamism in the Chinese context. Three sub-studies were conducted.
Study1: Connotation, structure, and measurement of followership. The author firstcollected typical traits of followership through open-ended questionnaires, structuredinterviews, and entrepreneur discussions. After selection, combination, categorization,revision, and theoretical saturation testing, the initial45scale items were acquired. Theauthor then pretested the scale. After EFA,25items were eliminated, and the final20-item scale was formed. Last, the author administered a large sample testing. Fivehundred and thirty-five (535) valid samples were collected and randomly divided intotwo groups. Group1was used for EFA and group2was used to determine reliabilityand validity.
Study2: Main influencing factors of followership. This study chose leadership style(transformational and transactional) and organizational climate (supportive andcontrolling) as the independent variables and collected520valid samples. Using CFA,correlation and hierarchical multiple regression analysis, the author discussed thepositivity/negativity and level of the effect of leadership style and organizational climateon followership. Six control variables were chosen, including subordinates’ gender, age,education, length of employment, with or w/o managerial title, and corporate nature.Through variance analysis and LSD multiple comparisons, the effects of these controlvariables on followership were discussed.
Study3: The Mechanism of followership on leadership effectiveness. This studyadopted the leader-follower dyadic method to collect data. The author first ran adiscriminant validity test on the instrument and correlation analysis of the variables and then SEM and hierarchical regression, and discussed the mediating and moderatingmechanism of followership on leadership effectiveness.
The conclusions of the three studies were listed below:
(1) Followership refers to the multi-dimensional characteristics and behaviors by whichfollowers follow leaders and interact with leadership and work context. It’s a fivedimensional construct which includes enterprising spirit, cognitive perception,execution skills, relation skills and ability to influence.
(2) After evaluation of homogeneity reliability, split-half reliability, content validity,convergent validity, discriminant validity and empirical validity, the20-itemfollowership scale showed good reliability and validity and qualified as apsychometric measurement.
(3) Transformational leadership has a positive effect on followership, specifically,intellectual stimulation and humanistic care have a significant positive effect onenterprising spirit, cognitive perception and executive skills; whereas transactionalleadership contingent reward and active management by exception has a positiveeffect and passive management by exception has a negative effect on followership.
(4) Supportive organizational climate has a positive effect on followership, whereascontrolling organizational climate has a negative effect on followership.Specifically, enterprising spirits, cognitive perception and execution skills aresignificantly affected.
(5) There was no significant variance of gender on followership, whereas certainvariances exist among age, length of employment, education, with or w/omanagerial title and corporate nature.
(6) The Mechanism of followership on leadership effectiveness was elucidated. Theresearch indicated that LMX partially mediated and PJ-fit as well as PG-fitmoderated the relationship between followership and leadership effectiveness. Thehigher the level of PJ-fit and PG-fit, the stronger the interaction with followershipand the greater the positive effect on leadership effectiveness; and the lower thelevel, the weaker the interaction and the positive effect.
Two major theoretical contributions are made with this study. It is the firstempirical management research under the Chinese cultural background andorganizational context, which clarified the connotation and structure of followership,using a multi-theoretical cross research method. A measurement scale was developedwith good reliability and validity and the main influencing factors were discussed to elucidate the mechanism of followership on leadership effectiveness. It was hoped tocontribute some preliminary work to the construction of the Chinese-characterizedfollowership theory. By exploring the counter effect of followership on leadership andorganization context, this study interpreted the meaning of the leader-follower dynamicinteraction to organizational development, radiated the management philosophy ofequally stressing leadership and followership which would facilitate to alter the biaseddirection of the management research, and contribute to the enrichment anddevelopment of leadership theories.
The practical implications of this study also lie in two aspects. One is to helpleaders and followers clarify the connotation, structure and mechanism of action offollowership and re-acknowledge the importance that leadership-followershipinteraction has on the fulfillment of both sides’ value and the attainment of theorganizational goal. When leaders realize the best way to improve leadershipeffectiveness is to enhance subordinates’ followership, they would actively better themutually beneficial cooperative relationship with followers and gather more followersand stronger followership. Meanwhile, when followers understand what they need tofollow leaders and how to improve their performance, what they have, what they lack,and what they need, they can increase their followership qualities and cohesion to theorganization. The other is to expand the organizational human resources managementperspectives. This study took multiple perspectives to decipher the connotation,structure and mechanism of action of followership. It added new content to humanresources management of the new age. The results of this research can be used forcorporate training, and the measurement scale can be used for human resourcesevaluation and selection. The dynamism and creativity praised in this dissertation thatfollowers have when confronted with challenges could lead to the construction of thecorporate culture and atmosphere that promotes followership.
引文
①Meindl,J.R. The romance of leadership as a follower-centric theory:A social construnctionist approach[J].TheLeadership Quarterly,1995,(6):329-341.
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