从真实型领导到真实型追随:一个跨层次双元中介模型
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摘要
将真实型领导和真实型追随整合到一个框架中,探讨真实型领导对真实型追随发挥影响力的路径机制。以48个工作小组的503名企事业单位员工为研究对象,通过构建多元水平模型提出并验证了真实型领导、真实型追随、心理资本、支持性组织氛围之间的关系。结果显示:(1)真实型领导正向预测真实型追随的产生。(2)真实型领导也能正向预测追随者心理资本,而高水平的心理资本有利于真实型追随的产生;因此,追随者心理资本在真实型领导对真实型追随的影响中起到了中介作用。(3)真实型领导有助于塑造支持性组织氛围,而支持性组织氛围在真实型领导与真实型追随关系中也起到了中介作用。
This study aims to investigate the effect and the mechanism that authentic leadership influence on authentic followership by integrating them into a framework. Using data collected through a survey of 503 employees in 48 working groups from different fields and different regions, we analyze and test the relationship among authentic leadership, authentic followership, psychological capital and supportive organizational climate by a cross-level model. The results show that:(1) Authentic leadership has a positive effect on authentic followership.(2) Authentic leadership can improve the psychological capital of followers, while high level of psychological capital can promote authentic followership. So the followers' psychological capital plays a mediating role in the impact of authentic leadership on authentic followership.(3) Authentic leadership can help to shape a supportive organizational atmosphere, which also plays a mediating role in the impact of authentic leadership on authentic followership.
This study aims to investigate the effect and the mechanism that authentic leadership influence on authentic followership by integrating them into a framework. Using data collected through a survey of 503 employees in 48 working groups from different fields and different regions, we analyze and test the relationship among authentic leadership, authentic followership, psychological capital and supportive organizational climate by a cross-level model. The results show that:(1) Authentic leadership has a positive effect on authentic followership.(2) Authentic leadership can improve the psychological capital of followers, while high level of psychological capital can promote authentic followership. So the followers' psychological capital plays a mediating role in the impact of authentic leadership on authentic followership.(3) Authentic leadership can help to shape a supportive organizational atmosphere, which also plays a mediating role in the impact of authentic leadership on authentic followership.
引文
[1]Oc B.Contextual leadership:A systematic review of how contextual factors shape leadership and its outcomes[J].Leadership Quarterly,2017,29(1):218-235.
[2]Lord R G,Brown D J,Freiberg S J.Understanding the dynamics of leadership:The role of follower self-concepts in the leader/follower relationship[J].Organizational Behavior&Human Decision Processes,1999,78(3):167-203.
[3]Zilwa D D.The strengths and capacities of authentic followership[J].Leadership&Organization Development Journal,2016,37(3):310-324.
[4]Cooper C D,Scandura T A,Schriesheim C A.Looking forward but learning from our past:Potential challenges to developing authentic leadership theory and authentic leaders[J].Leadership Quarterly,2005,16(3):475-493.
[5]Uhl-Bien M,Ospina S.Advancing Relational Leadership Research:A Dialogue among Perspectives[M].Charlotte:Information Age Publishing,2012.
[6]Day D V.Leadership development:A review in context[J].Leadership Quarterly,2000,11(4):581-613.
[7]Küpers W M.Phenomenology and integral pheno-practice of wisdom in leadership and organization[J].Social Epistemology,2007,21(2):169-193.
[8]Walumbwa F O,Avolio B J,Gardner W L,et al.Authentic leadership:Development and validation of a theory-based measure[J].Journal of Management,2008,34(1):89-126.
[9]Gardner W L,Avolio B J,Luthans F,et al.'Can you see the real me?'A self-based model of authentic leader and follower development[J].Leadership Quarterly,2005,16(3):343-372.
[10]Gardner W L,Cogliser C C,Davis K M,et al.Authentic leadership:A review of the literature and research agenda[J].Leadership Quarterly,2011,22(6):1120-1145.
[11]Ilies R,Morgeson F P,Nahrgang J D.Authentic leadership and eudaemonic well-being:Understanding leader-follower outcomes[J].Leadership Quarterly,2005,16(3):373-394.
[12]Algera P M,Lips-Wiersma M.Radical authentic leadership:Co-creating the conditions under which all members of the organization can be authentic[J].Leadership Quarterly,2012,23(1):118-131.
[13]Avolio B J,Gardner W L.Authentic leadership development:Getting to the root of positive forms of leadership[J].Leadership Quarterly,2005,16(3):315-338.
[14]Gardner W L,Avolio B J,Walumbwa F O.Authentic leadership development:Emergent trends and future directions[J].Journal of Management,2005(1):387-406.
[15]Zilwa D D.A new conceptual framework for authentic followership//Followership:What Is It,and Why Do People Follow?[M].Bingley:Emerald Group Publishing Ltd,2014.
[16]Luthans F,Avolio B J.Authentic leadership:A positive developmental approach//Positive Organizational Scholarship:Foundations of a New Discipline[M].San Francisco:Barrett-Koehler,2003.
[17]Clappsmith R,Vogelgesang G R,Avey J B.Authentic leadership and positive psychological capital:The mediating role of trust at the group level of analysis[J].Journal of Leadership&Organizational Studies,2009,15(3):227-240.
[18]Hsiung H H.Authentic leadership and employee voice behavior:A multilevel psychological process[J].Journal of Business Ethics,2012,107(3):349-361.
[19]Gill C,Caza A.An investigation of authentic leadership's individual and group influences on follower responses[J].Journal of Management,2018,44(2):530-554.
[20]Dvir T,Shamir B.Follower developmental characteristics as predicting transformational leadership:A longitudinal field study[J].Leadership Quarterly,2003,14(3):327-344.
[21]Avolio B J,Gardner W L,Walumbwa F O,et al.Unlocking the mask:A look at the process by which authentic leaders impact follower attitudes and behaviors[J].Leadership Quarterly,2004,15(6):801-823.
[22]Goffee R,Jones G.The Art of Followership[C].Morgen:European Business Forum,2006.
[23]Leroy H,Anseel F,Gardner W L,et al.Authentic leadership,authentic followership,basic need satisfaction,and work role performance:A cross-level study[J].Journal of Management,2015,41(6):1677-1697.
[24]Avolio B J,Reichard R J.The rise of authentic followership//The Art of Followership:How Great Followers Create Great Leaders and Organizations[M].San Francisco:Jossey-Bass,2008.
[25]Crawford J,Dawkins S,Martin A,et al.Conceptualizing authentic followers and developing a future research agenda//.Authentic Leadership and Followership:International Perspectives[M].New York:Palgrave Macmillan,Cham,2018.
[26]Edward L D,Richard M R.The'what'and'why'of goal pursuits:Human needs and the self-determination of behavior[J].Psychological Inquiry,2000,11(4):227-268.
[27]Griffin M A,Neal A,Parker S K.A new model of work role performance:Positive behavior in uncertain and interdependent contexts[J].Academy of Management Journal,2007,50(2):327-347.
[28]Hannah S T,Walumbwa F O.Relationships between authentic leadership,moral courage,and ethical and pro-social behaviors[J].Business Ethics Quarterly,2011,21(4):555-578.
[29]Avolio B J,Hannah S T.Developmental readiness:Accelerating leader development[J].Consulting Psychology Journal Practice&Research,2008,60(4):331-347.
[30]Cameron K,Mora C,Leutscher T,et al.Effects of positive practices on organizational effectiveness[J].Journal of Applied Behavioral Science A Publication of the NTL Institute,2011,47(3):266-308.
[31]Stephens J P,Heaphy E D,Dutton J E.High-Quality Connections[M].London:Oxford University Press,2012.
[32]Caza B B,Milton L P.Resilience at Work:Building Capability in the Face of Adversity[M].London:Oxford University Press,2012.
[33]Avolio B J,Mhatre K H.Advances in Theory and Research on Authentic Leadership[M].London:Oxford University Press,2012.
[34]Avolio B J.Examining the full range model of leadership:Looking back to transform forward[DB/OL].[2018-03-03].https://doi.org/10.4324/9781410610102.
[35]Luthans F,Avolio B J,Avey J B,et al.Positive psychological capital:Measurement and relationship with performance and satisfaction[J].Personnel Psychology,2007,60(3):541-572.
[36]Jensen S M,Luthans F.Relationship between entrepreneurs'psychological capital and their authentic leadership[J].Journal of Managerial Issues,2006,18(2):254-273.
[37]Luthans F,Youssef C M,Avolio B J.Psychological capital:Developing the human competitive edge[J].Journal of Asian Economics,2007,8(2):315-332.
[38]杨忠,赵宇,陈英葵.员工心理资本研究述评与展望[J].心理学进展,2016,6(1):28-36.
[39]Avey J B,Reichard R J,Luthans F,et al.Meta-analysis of the impact of positive psychological capital on employee attitudes,behaviors,and performance[J].Human Resource Development Quarterly,2011,22(2):127-152.
[40]Amunkete S,Rothmann S.Authentic leadership,psychological capital,job satisfaction and intention to leave in state-owned enterprises[J].Journal of Psychology in Africa,2015,25(4):271-281.
[41]Caza A,Bagozzi R P,Woolley L,et al.Psychological capital and authentic leadership[J].Asia-Pacific Journal of Business Administration,2010,2(1):53-70.
[42]Zubair A,Kamal A,Zubair A,et al.Perceived authentic leadership,psychological capital,and creative work behavior in bank employees[J].Pakistan Journal of Psychological Research,2017,32(1):35-53.
[43]Rego A,Sousa F,Marques C,et al.Authentic leadership promoting employees'psychological capital and creativity[J].Journal of Business Research,2012,65(3):429-437.
[44]Walumbwa F O,Schaubroeck J.Leader personality traits and employee voice behavior:Mediating roles of ethical leadership and work group psychological safety[J].Journal of Applied Psychology,2009,94(5):1275-1286.
[45]Denison D R.What is the difference between organizational culture and organizational climate?A native's point of view on a decade of paradigm wars[J].Academy of Management Review,1996,21(3):619-654.
[46]Ehrhart M G,Schneider B,Macey W H.Organizational Climate and Culture[M].New York:Routledge,2014.
[47]王端旭,洪雁.组织氛围影响员工创造力的中介机制研究[J].浙江大学学报(人文社会科学版)预印本,2010,41(9):77-83.
[48]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.
[49]Levy P E.Industrial/Organizational Psychology[M].4th ed.New York:Worth Publishers,2013.
[50]Anseel F,Lievens F,Schollaert E,et al.Response rates in organizational science,1995-2008:A meta-analytic review and guidelines for survey researchers[J].Journal of Business&Psychology,2010,25(3):335-349.
[51]罗胜强.管理学问卷调查研究方法[M].重庆:重庆大学出版社,2014.
[52]Avey J B,Avolio B J,Luthans F.Experimentally analyzing the impact of leader positivity on follower positivity and performance[J].Leadership Quarterly,2011,22(2):282-294.
[53]Litwin G H,Stringer R A.Motivation and organizational climate[J].American Journal of Sociology,1968,82(4):1220-1235.
[54]Hair J F,Black W C,Babin B J,et al.Multivariate data analysis[J].Technometrics,2010,30(1):130-131.
[55]Bagozzi R P,Yi Y.On the evaluation of structural equation models[J].Journal of the Academy of Marketing Science,1988,16(1):74-94.
[56]Fornell C,Larcker D F.Evaluating structural equation models with unobservable variables and measurement error[J].Journal of Marketing Research,1981,18(1):39-50.
[57]Harman H H.Modern factor analysis[J].Journal of the American Statistical Association,1976,56(294):219-219.
[58]Podsakoff P M,Mackenzie S B,Lee J Y,et al.Common method biases in behavioral research:A critical review of the literature and recommended remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[59]James L R.Aggregation bias in estimates of perceptual agreement[J].Journal of Applied Psychology,1982,67(2):219-229.
[60]Kozlowski S W J,Hattrup K.A disagreement about within-group agreement:Disentangling issues of consistency versus consensus[J].Journal of Applied Psychology,1992,77(77):161-167.
[61]Katherine K J,Kozlowski S W J.Multilevel theory,research,and methods in organizations:Foundations,extensions,and new directions[J].Astrophysics&Space Science,2003,98(2):213-220.
[62]James L R,Demaree R G,Wolf G.Rwg:An assessment of within-group inter-rater agreement[J].Journal of Applied Psychology,1993,78(2):306-309.
[63]Bartko J J,Jr C W.On the methods and theory of reliability[J].Journal of Nervous&Mental Disease,1976,163(5):307-317.
[64]Lebreton J M,Senter J L.Answers to 20 questions about interrater reliability and interrater agreement[J].Organizational Research Methods,2007,11(4):815-852.
[65]Zhang Z,Zyphur M J,Preacher K J.Testing multilevel mediation using hierarchical linear models[J].Organizational Research Methods,2009,12(4):695-719.
[66]Baron R M,Kenny D A.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality&Social Psychology,1986,51(6):1173-1182.
[67]Yammarino F J,Dionne S D,Schriesheim C A,et al.Authentic leadership and positive organizational behavior:A meso,multi-level perspective[J].Leadership Quarterly,2008,19(6):693-707.
[68]Luthans F,Avolio B J.The'point'of positive organizational behavior[J].Journal of Organizational Behavior,2009,30(2):291-307.
[69]Luthans F,Avey J B,Clappsmith R,et al.More evidence on the value of Chinese workers'psychological capital:A potentially unlimited competitive resource?[J].International Journal of Human Resource Management,2008,19(5):818-827.
[70]Demerouti E,Eeuwijk E V,Snelder M,et al.Assessing the effects of a'personal effectiveness'training on psychological capital,assertiveness and self-awareness using self-other agreement[J].Career Development International,2011,16(1):60-81.
[71]Luthans F,Avey J B,Avolio B J,et al.The development and resulting performance impact of positive psychological capital[J].Human Resource Development Quarterly,2010,21(1):41-67.
[2]Lord R G,Brown D J,Freiberg S J.Understanding the dynamics of leadership:The role of follower self-concepts in the leader/follower relationship[J].Organizational Behavior&Human Decision Processes,1999,78(3):167-203.
[3]Zilwa D D.The strengths and capacities of authentic followership[J].Leadership&Organization Development Journal,2016,37(3):310-324.
[4]Cooper C D,Scandura T A,Schriesheim C A.Looking forward but learning from our past:Potential challenges to developing authentic leadership theory and authentic leaders[J].Leadership Quarterly,2005,16(3):475-493.
[5]Uhl-Bien M,Ospina S.Advancing Relational Leadership Research:A Dialogue among Perspectives[M].Charlotte:Information Age Publishing,2012.
[6]Day D V.Leadership development:A review in context[J].Leadership Quarterly,2000,11(4):581-613.
[7]Küpers W M.Phenomenology and integral pheno-practice of wisdom in leadership and organization[J].Social Epistemology,2007,21(2):169-193.
[8]Walumbwa F O,Avolio B J,Gardner W L,et al.Authentic leadership:Development and validation of a theory-based measure[J].Journal of Management,2008,34(1):89-126.
[9]Gardner W L,Avolio B J,Luthans F,et al.'Can you see the real me?'A self-based model of authentic leader and follower development[J].Leadership Quarterly,2005,16(3):343-372.
[10]Gardner W L,Cogliser C C,Davis K M,et al.Authentic leadership:A review of the literature and research agenda[J].Leadership Quarterly,2011,22(6):1120-1145.
[11]Ilies R,Morgeson F P,Nahrgang J D.Authentic leadership and eudaemonic well-being:Understanding leader-follower outcomes[J].Leadership Quarterly,2005,16(3):373-394.
[12]Algera P M,Lips-Wiersma M.Radical authentic leadership:Co-creating the conditions under which all members of the organization can be authentic[J].Leadership Quarterly,2012,23(1):118-131.
[13]Avolio B J,Gardner W L.Authentic leadership development:Getting to the root of positive forms of leadership[J].Leadership Quarterly,2005,16(3):315-338.
[14]Gardner W L,Avolio B J,Walumbwa F O.Authentic leadership development:Emergent trends and future directions[J].Journal of Management,2005(1):387-406.
[15]Zilwa D D.A new conceptual framework for authentic followership//Followership:What Is It,and Why Do People Follow?[M].Bingley:Emerald Group Publishing Ltd,2014.
[16]Luthans F,Avolio B J.Authentic leadership:A positive developmental approach//Positive Organizational Scholarship:Foundations of a New Discipline[M].San Francisco:Barrett-Koehler,2003.
[17]Clappsmith R,Vogelgesang G R,Avey J B.Authentic leadership and positive psychological capital:The mediating role of trust at the group level of analysis[J].Journal of Leadership&Organizational Studies,2009,15(3):227-240.
[18]Hsiung H H.Authentic leadership and employee voice behavior:A multilevel psychological process[J].Journal of Business Ethics,2012,107(3):349-361.
[19]Gill C,Caza A.An investigation of authentic leadership's individual and group influences on follower responses[J].Journal of Management,2018,44(2):530-554.
[20]Dvir T,Shamir B.Follower developmental characteristics as predicting transformational leadership:A longitudinal field study[J].Leadership Quarterly,2003,14(3):327-344.
[21]Avolio B J,Gardner W L,Walumbwa F O,et al.Unlocking the mask:A look at the process by which authentic leaders impact follower attitudes and behaviors[J].Leadership Quarterly,2004,15(6):801-823.
[22]Goffee R,Jones G.The Art of Followership[C].Morgen:European Business Forum,2006.
[23]Leroy H,Anseel F,Gardner W L,et al.Authentic leadership,authentic followership,basic need satisfaction,and work role performance:A cross-level study[J].Journal of Management,2015,41(6):1677-1697.
[24]Avolio B J,Reichard R J.The rise of authentic followership//The Art of Followership:How Great Followers Create Great Leaders and Organizations[M].San Francisco:Jossey-Bass,2008.
[25]Crawford J,Dawkins S,Martin A,et al.Conceptualizing authentic followers and developing a future research agenda//.Authentic Leadership and Followership:International Perspectives[M].New York:Palgrave Macmillan,Cham,2018.
[26]Edward L D,Richard M R.The'what'and'why'of goal pursuits:Human needs and the self-determination of behavior[J].Psychological Inquiry,2000,11(4):227-268.
[27]Griffin M A,Neal A,Parker S K.A new model of work role performance:Positive behavior in uncertain and interdependent contexts[J].Academy of Management Journal,2007,50(2):327-347.
[28]Hannah S T,Walumbwa F O.Relationships between authentic leadership,moral courage,and ethical and pro-social behaviors[J].Business Ethics Quarterly,2011,21(4):555-578.
[29]Avolio B J,Hannah S T.Developmental readiness:Accelerating leader development[J].Consulting Psychology Journal Practice&Research,2008,60(4):331-347.
[30]Cameron K,Mora C,Leutscher T,et al.Effects of positive practices on organizational effectiveness[J].Journal of Applied Behavioral Science A Publication of the NTL Institute,2011,47(3):266-308.
[31]Stephens J P,Heaphy E D,Dutton J E.High-Quality Connections[M].London:Oxford University Press,2012.
[32]Caza B B,Milton L P.Resilience at Work:Building Capability in the Face of Adversity[M].London:Oxford University Press,2012.
[33]Avolio B J,Mhatre K H.Advances in Theory and Research on Authentic Leadership[M].London:Oxford University Press,2012.
[34]Avolio B J.Examining the full range model of leadership:Looking back to transform forward[DB/OL].[2018-03-03].https://doi.org/10.4324/9781410610102.
[35]Luthans F,Avolio B J,Avey J B,et al.Positive psychological capital:Measurement and relationship with performance and satisfaction[J].Personnel Psychology,2007,60(3):541-572.
[36]Jensen S M,Luthans F.Relationship between entrepreneurs'psychological capital and their authentic leadership[J].Journal of Managerial Issues,2006,18(2):254-273.
[37]Luthans F,Youssef C M,Avolio B J.Psychological capital:Developing the human competitive edge[J].Journal of Asian Economics,2007,8(2):315-332.
[38]杨忠,赵宇,陈英葵.员工心理资本研究述评与展望[J].心理学进展,2016,6(1):28-36.
[39]Avey J B,Reichard R J,Luthans F,et al.Meta-analysis of the impact of positive psychological capital on employee attitudes,behaviors,and performance[J].Human Resource Development Quarterly,2011,22(2):127-152.
[40]Amunkete S,Rothmann S.Authentic leadership,psychological capital,job satisfaction and intention to leave in state-owned enterprises[J].Journal of Psychology in Africa,2015,25(4):271-281.
[41]Caza A,Bagozzi R P,Woolley L,et al.Psychological capital and authentic leadership[J].Asia-Pacific Journal of Business Administration,2010,2(1):53-70.
[42]Zubair A,Kamal A,Zubair A,et al.Perceived authentic leadership,psychological capital,and creative work behavior in bank employees[J].Pakistan Journal of Psychological Research,2017,32(1):35-53.
[43]Rego A,Sousa F,Marques C,et al.Authentic leadership promoting employees'psychological capital and creativity[J].Journal of Business Research,2012,65(3):429-437.
[44]Walumbwa F O,Schaubroeck J.Leader personality traits and employee voice behavior:Mediating roles of ethical leadership and work group psychological safety[J].Journal of Applied Psychology,2009,94(5):1275-1286.
[45]Denison D R.What is the difference between organizational culture and organizational climate?A native's point of view on a decade of paradigm wars[J].Academy of Management Review,1996,21(3):619-654.
[46]Ehrhart M G,Schneider B,Macey W H.Organizational Climate and Culture[M].New York:Routledge,2014.
[47]王端旭,洪雁.组织氛围影响员工创造力的中介机制研究[J].浙江大学学报(人文社会科学版)预印本,2010,41(9):77-83.
[48]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.
[49]Levy P E.Industrial/Organizational Psychology[M].4th ed.New York:Worth Publishers,2013.
[50]Anseel F,Lievens F,Schollaert E,et al.Response rates in organizational science,1995-2008:A meta-analytic review and guidelines for survey researchers[J].Journal of Business&Psychology,2010,25(3):335-349.
[51]罗胜强.管理学问卷调查研究方法[M].重庆:重庆大学出版社,2014.
[52]Avey J B,Avolio B J,Luthans F.Experimentally analyzing the impact of leader positivity on follower positivity and performance[J].Leadership Quarterly,2011,22(2):282-294.
[53]Litwin G H,Stringer R A.Motivation and organizational climate[J].American Journal of Sociology,1968,82(4):1220-1235.
[54]Hair J F,Black W C,Babin B J,et al.Multivariate data analysis[J].Technometrics,2010,30(1):130-131.
[55]Bagozzi R P,Yi Y.On the evaluation of structural equation models[J].Journal of the Academy of Marketing Science,1988,16(1):74-94.
[56]Fornell C,Larcker D F.Evaluating structural equation models with unobservable variables and measurement error[J].Journal of Marketing Research,1981,18(1):39-50.
[57]Harman H H.Modern factor analysis[J].Journal of the American Statistical Association,1976,56(294):219-219.
[58]Podsakoff P M,Mackenzie S B,Lee J Y,et al.Common method biases in behavioral research:A critical review of the literature and recommended remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[59]James L R.Aggregation bias in estimates of perceptual agreement[J].Journal of Applied Psychology,1982,67(2):219-229.
[60]Kozlowski S W J,Hattrup K.A disagreement about within-group agreement:Disentangling issues of consistency versus consensus[J].Journal of Applied Psychology,1992,77(77):161-167.
[61]Katherine K J,Kozlowski S W J.Multilevel theory,research,and methods in organizations:Foundations,extensions,and new directions[J].Astrophysics&Space Science,2003,98(2):213-220.
[62]James L R,Demaree R G,Wolf G.Rwg:An assessment of within-group inter-rater agreement[J].Journal of Applied Psychology,1993,78(2):306-309.
[63]Bartko J J,Jr C W.On the methods and theory of reliability[J].Journal of Nervous&Mental Disease,1976,163(5):307-317.
[64]Lebreton J M,Senter J L.Answers to 20 questions about interrater reliability and interrater agreement[J].Organizational Research Methods,2007,11(4):815-852.
[65]Zhang Z,Zyphur M J,Preacher K J.Testing multilevel mediation using hierarchical linear models[J].Organizational Research Methods,2009,12(4):695-719.
[66]Baron R M,Kenny D A.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality&Social Psychology,1986,51(6):1173-1182.
[67]Yammarino F J,Dionne S D,Schriesheim C A,et al.Authentic leadership and positive organizational behavior:A meso,multi-level perspective[J].Leadership Quarterly,2008,19(6):693-707.
[68]Luthans F,Avolio B J.The'point'of positive organizational behavior[J].Journal of Organizational Behavior,2009,30(2):291-307.
[69]Luthans F,Avey J B,Clappsmith R,et al.More evidence on the value of Chinese workers'psychological capital:A potentially unlimited competitive resource?[J].International Journal of Human Resource Management,2008,19(5):818-827.
[70]Demerouti E,Eeuwijk E V,Snelder M,et al.Assessing the effects of a'personal effectiveness'training on psychological capital,assertiveness and self-awareness using self-other agreement[J].Career Development International,2011,16(1):60-81.
[71]Luthans F,Avey J B,Avolio B J,et al.The development and resulting performance impact of positive psychological capital[J].Human Resource Development Quarterly,2010,21(1):41-67.