团队情绪智力、领导行为与团队有效性关系研究
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摘要
情绪智力和团队是近年来国内外理论与实践研究的热点问题之一。国内关于情绪智力结构的探索有一些进展,但大多集中于个人水平上的情绪智力,还缺乏将情绪智力与团队结合起来探讨其有效性及作用机制的实证性研究。本研究在Druskat等人提出的团队情绪智力模型的基础上,考察了这一研究模型在中国的适用性,同时研究了团队情绪智力在领导行为与团队有效性之间的关系的作用,填补了研究空白。通过选取877位中国企业工作团队领导者及其团队成员为研究对象,结合我国企业团队实证情境初步探索了团队中情绪智力的构念结构、有效性及其作用机制。本研究采用文献研究、问卷调查等方法对团队情绪智力的构念结构、变革型领导、交易型领导与团队情绪智力以及团队有效性的关系,领导情绪智力、团队情绪智力以及团队有效性的关系等方面进行了研究。研究的结论如下：
通过专家讨论、探索性因素分析与验证性因素分析得到中国企业团队情境中的团队情绪智力是五因素的结构,与团队情绪智力的提出者Druskat的九因素结构有所区别,由“人际理解”、“不合规行为的处理”、“情绪管理”、“工作态度”与“组织理解”五个因素构成,其中“情绪管理”与“工作态度”为新出现的两个因素,以上五因素从属于两个核心集群(个人与团体)。第一阶段303份有效问卷的探索性因素分析表明了团队情绪智力的五因素结构,第二阶段调研获得的574份有效问卷的验证性因素分析进一步验证了团队情绪智力的构念效度,内部一致性分析与结构方程分析的结果也表明,新编制的团队情绪智力问卷具有较好的信度效度。
两个核心集群团队情绪智力对团队有效性的影响有程度之分。本研究对不同集群的团队情绪智力对团队有效性作用进行了差异的分析,结果显示对团队有效性影响最大的集群团队情绪智力是个人水平的团队情绪智力,其次是团体水平上的团队情绪智力。
团队情绪智力的完全中介作用。结构方程模型结果表明：变革型领导、交易型领导与团队情绪智力显著相关。团队情绪智力对变革型领导、交易型领导与团队有效性之间关系起完全中介效果。领导情绪智力与团队情绪智力显著相关。团队情绪智力对领导情绪智力与团队有效性之间关系起完全中介效果。
More attention had been paid to emotional intelligence and team (or group) in the existing research. Although many researchers contributed to give a better understanding of emotional intelligence and the links to performance in work settings, the majority of work focused on individual emotional intelligence. Emotional intelligence in the context of team effectiveness has received much less attention. Data was collected from a diverse sample of 877 respondents representing more than 100 teams in Chinese companies, and was subjected to content analysis to identify the construct of group emotional intelligence in Chinese workplace. This research examined the relationship among leadership in the context of team (such as transformational leadership, transactional leadership and leader's emotional intelligence), group emotional intelligence, and group effectiveness.
Results revealed 5 factors of group emotional intelligence. Exploratory factor analysis (EFA) on data consisting of 303 respondents showed that group emotional intelligence was a five-dimension construct in China, which included interpersonal understanding, confronting members who break the norms, emotional regulation, working with attitude and organizational understanding. Two cluster factors emerged when the all five norms were clustered, namely individual and group level. Confirmatory Factor Analysis (CFA) of data consisting of 574 respondents further confirmed the group emotional intelligence's construct validity. Internal consistency analysis and Structural Equation Modeling (SEM) showed that it had high reliability and validity.
The influence of the two clusters of group emotional intelligence on team effectiveness differed. ANOVA examined the difference between two clusters. Results showed group emotional intelligence on individual-level contributed to group effectiveness more than group-level.
Group emotional intelligence served as a mediator. Transformational leadership and transactional leadership correlated with group emotional intelligence significantly. Both transformational leadership and transactional leadership had a positive impact on group emotional intelligence. Transformational leadership and transactional leadership had direct effects on team effectiveness mediated by group emotional intelligence. Leader's emotional intelligence correlated with group emotional intelligence significantly. Leader's emotional intelligence had direct effects on team effectiveness mediated by group emotional intelligence.
通过专家讨论、探索性因素分析与验证性因素分析得到中国企业团队情境中的团队情绪智力是五因素的结构,与团队情绪智力的提出者Druskat的九因素结构有所区别,由“人际理解”、“不合规行为的处理”、“情绪管理”、“工作态度”与“组织理解”五个因素构成,其中“情绪管理”与“工作态度”为新出现的两个因素,以上五因素从属于两个核心集群(个人与团体)。第一阶段303份有效问卷的探索性因素分析表明了团队情绪智力的五因素结构,第二阶段调研获得的574份有效问卷的验证性因素分析进一步验证了团队情绪智力的构念效度,内部一致性分析与结构方程分析的结果也表明,新编制的团队情绪智力问卷具有较好的信度效度。
两个核心集群团队情绪智力对团队有效性的影响有程度之分。本研究对不同集群的团队情绪智力对团队有效性作用进行了差异的分析,结果显示对团队有效性影响最大的集群团队情绪智力是个人水平的团队情绪智力,其次是团体水平上的团队情绪智力。
团队情绪智力的完全中介作用。结构方程模型结果表明：变革型领导、交易型领导与团队情绪智力显著相关。团队情绪智力对变革型领导、交易型领导与团队有效性之间关系起完全中介效果。领导情绪智力与团队情绪智力显著相关。团队情绪智力对领导情绪智力与团队有效性之间关系起完全中介效果。
More attention had been paid to emotional intelligence and team (or group) in the existing research. Although many researchers contributed to give a better understanding of emotional intelligence and the links to performance in work settings, the majority of work focused on individual emotional intelligence. Emotional intelligence in the context of team effectiveness has received much less attention. Data was collected from a diverse sample of 877 respondents representing more than 100 teams in Chinese companies, and was subjected to content analysis to identify the construct of group emotional intelligence in Chinese workplace. This research examined the relationship among leadership in the context of team (such as transformational leadership, transactional leadership and leader's emotional intelligence), group emotional intelligence, and group effectiveness.
Results revealed 5 factors of group emotional intelligence. Exploratory factor analysis (EFA) on data consisting of 303 respondents showed that group emotional intelligence was a five-dimension construct in China, which included interpersonal understanding, confronting members who break the norms, emotional regulation, working with attitude and organizational understanding. Two cluster factors emerged when the all five norms were clustered, namely individual and group level. Confirmatory Factor Analysis (CFA) of data consisting of 574 respondents further confirmed the group emotional intelligence's construct validity. Internal consistency analysis and Structural Equation Modeling (SEM) showed that it had high reliability and validity.
The influence of the two clusters of group emotional intelligence on team effectiveness differed. ANOVA examined the difference between two clusters. Results showed group emotional intelligence on individual-level contributed to group effectiveness more than group-level.
Group emotional intelligence served as a mediator. Transformational leadership and transactional leadership correlated with group emotional intelligence significantly. Both transformational leadership and transactional leadership had a positive impact on group emotional intelligence. Transformational leadership and transactional leadership had direct effects on team effectiveness mediated by group emotional intelligence. Leader's emotional intelligence correlated with group emotional intelligence significantly. Leader's emotional intelligence had direct effects on team effectiveness mediated by group emotional intelligence.
引文
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