崔杨,于桂兰.差异化授权型领导与创新绩效:基于社会认同的视角[J].管理科学,2019,32(3):42-53
差异化授权型领导与创新绩效:基于社会认同的视角
Differentiated Empowering Leadership and Innovative Performance: A Social Identification Perspective
投稿时间:2018-10-30  修订日期:2019-03-28
DOI:10.3969/j.issn.1672-0334.2019.03.004
中文关键词:  差异化授权型领导  创新绩效  团队认同  领导认同  社会认同
英文关键词:differentiated empowering leadership  innovative performance  team identification  leader identification  social identification
基金项目:国家社会科学基金(16AZD013);国家自然科学基金(71872069)
作者单位E-mail
崔杨 吉林大学 商学院长春 130012吉林化工学院 机电工程学院吉林 吉林 132022 cuiyang0507@163.com 
于桂兰 吉林大学 商学院长春 130012 yugl@jlu.edu.cn 
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中文摘要:
        许多企业为适应经济竞争开始组织结构变革,以授权型工作团队代替传统的层级管理结构,因此授权型领导如何在团队层面发挥作用引起学者们的广泛关注。基于共享视角的团队导向授权型领导对创新绩效的作用机制已得到广泛研究,但在具有关系文化的中国团队情景中,团队领导不一定针对团队内部不同成员进行无差别的授权,相反团队领导很可能进行差别授权,因此差异化授权型领导对创新绩效的影响有待探究。
        基于社会认同理论,通过跨层次分析方法,探讨差异化授权型领导如何影响个体创新绩效和团队创新绩效,检验团队认同在差异化授权型领导与个体创新绩效和团队创新绩效之间的中介作用,检验领导认同在差异化授权型领导与个体创新绩效之间的中介作用。以99个工作团队706位企事业单位员工为研究对象,采用问卷调查方法,运用Spss 19.0和Mplus 7.4对研究假设进行验证。
        研究结果表明,①差异化授权型领导显著负向跨层影响个体创新绩效;②差异化授权型领导显著负向影响团队创新绩效;③差异化授权型领导显著负向影响团队认同,团队认同分别在差异化授权型领导与个体创新绩效和团队创新绩效之间起中介作用;④差异化授权型领导显著负向跨层影响领导认同,领导认同在差异化授权型领导与个体创新绩效之间起中介作用。
        研究结果丰富了差异化领导的研究,并扩展了团队层面授权型领导的研究,验证了差异化授权型领导对创新绩效的负向作用;丰富了差异化授权型领导的理论研究视角,基于社会认同理论探讨差异化授权型领导对创新绩效的跨层次影响机制。团队领导在进行授权时要考虑团队的文化特性,增强谨慎意识,要充分考虑如果团队内部领导授权的差异化程度过高会破坏团队成员的团队认同和领导认同,进而降低个体创新绩效和团队创新绩效,以致降低组织创新绩效。
英文摘要:
        In response to economic competition, many companies have undergone structural changes. They have replaced their traditional hierarchical management structures with empowered work teams. Therefore, it has attracted wide attention of scholars to how empowering leadership plays a role at the team level. The mechanism of team-directed empowering leadership on innovative performance based on sharing perspective has been extensively studied. However, given the context of Chinese team with guanxi culture, team leaders don′t always indiscriminately empower different members in the team. Instead, team leaders carry out differential empowering, so the impact of differentiated empowering leadership on innovative performance remains to be explored.
        Based on social identification theory, this paper explores how differentiated empowering leadership affects individual and team innovative performance through cross-level analysis. This paper examines the mediating role of team identification between differentiated empowering leadership and individual innovative performance and team innovative performance. Then the paper investigates the mediating role of leader identification between differentiated empowering leadership and individual innovative performance. Taking 706 employees of 99 work teams as the study object, this paper adopted questionnaire survey method and tested the hypotheses by Spss 19.0 and Mplus 7.4.
        The results show that: ①Differentiated empowering leadership has a significant negative cross-level impact on individual innovative performance; ②Differentiated empowering leadership has a significant negative impact on team innovative performance; ③Differentiated empowering leadership has a significant negative impact on team identification, and team identification plays a mediating role between differentiated empowering leadership and individual innovative performance, and team identification plays a mediating role between differentiated empowering leadership and team innovative performance; ④Differentiated empowering leadership has a significant negative cross-level impact on leader identification, and leader identification plays a mediating role between differentiated empowering leadership and individual innovative performance.
        The study enriches the research on differentiated leadership, expands the research on team-level empowering leadership, and verifies the negative effect of differentiated empowering leadership on innovative performance. Meanwhile, the study also enriches the theoretical research perspective of differentiated empowering leadership, and explores the cross-level mechanism of differentiated empowering leadership on innovative performance based on social identification theory. The results reveal that leaders should consider the cultural characteristics of the team and enhance their sense of caution when empowering. They should consider that if the degree of differentiation of empowering in the team were too high, it will destroy team identification and leader identification, and then reduce team and individual innovative performance, thereby reducing organizational innovative performance.
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