威权和授权领导对员工隐性知识共享的影响研究  

Influence of Authoritarian and Empowering Leadership on Employee's Tacit Knowledge Sharing

作　　者：张亚军[1,2] 张金隆[1] 张千帆[1] 张军伟[3] 

机构地区：[1]华中科技大学管理学院,武汉430074 [2]贵州财经大学工商管理学院,贵阳550025 [3]华中农业大学经济管理学院,武汉430070

出　　处：《管理评论》2015年第9期130-139,共10页Management Review

基　　金：国家自然科学基金面上项目(71271095);教育部人文社会科学研究规划基金项目(14YJA630091)

摘　　要：旨在探讨威权领导和授权领导对员工隐性知识共享的作用机理,重点分析领导-成员交换的中介作用以及员工传统性的调节作用。选择企业员工及其直接主管作为研究对象,采用结构方程模型、层级回归等方法分析286套配对数据。研究结果表明:威权领导对隐性知识共享有显著的负向影响,而授权领导则对隐性知识共享有显著的正向影响;领导-成员交换在威权领导和授权领导与隐性知识共享之间起着完全中介作用;员工传统性显著地调节威权领导和授权领导与隐性知识共享之间的关系,员工传统性越高,威权领导和授权领导与隐性知识共享之间的关联性越小。This paper aims to investigate the influence mechanism of authoritarian leadership and empowering leadership on employee’s tacit knowledge sharing,focusing on the mediating effect of leader-member exchange and the moderating effect of employee traditionality.We select an enterprise’s employees and their direct supervisor as research subjects and analyze the 286 sets of paired data through structural equation model,hierarchical regression and so forth. The results indicate that authoritarian leadership has a significantly negative effect on tacit knowledge sharing while empowering leadership has remarkable positive influence on tacit knowledge sharing; leader-member exchange plays a totally mediating role in the relationships between authoritarian leadership and empowering leadership and tacit knowledge sharing; employee traditionality positively moderates the relationships between authoritarian leadership and empowering leadership and tacit knowledge sharing,that is,the negative relationship between authoritarian leadership and tacit knowledge sharing and the positive relationship between empowering leadership and tacit knowledge sharing would be weaker when employees have higher traditionality.

关 键 词：威权领导 授权领导 领导-成员交换 员工传统性 隐性知识共享 

分 类 号：F272[经济管理—企业管理] F272.91[经济管理—国民经济]