共享变革型领导对员工创新行为的影响:基于权力距离的调节作用  

The Effect of Shared Transformational Leadership on Employee Innovative Behavior Based on the Moderation Effect of Power Distance

作　　者：苏屹[1,2] 崔明明 孙莹[3] 

机构地区：[1]哈尔滨工程大学经济管理学院,哈尔滨150001 [2]清华大学经济管理学院,北京10010 [3]杜伦大学商学院

出　　处：《科技管理研究》2017年第2期125-132,共8页Science and Technology Management Research

基　　金：国家社会科学基金重点项目"区域创新系统中科研院所作用机理与管理政策研究"(14AGL004)

摘　　要：探讨共享变革型领导对员工创新行为的影响,根据领导-成员交换理论(LMX)构建基于权力距离的调节作用模型,通过对包含536名员工的样本进行分析,结果表明,共享变革型领导对员工创新行为有显著的正向影响,权力距离正向调节共享变革型领导对员工创新行为的影响,研究发现共享变革型领导这种西方管理思想在高权力距离文化背景的中国同样能够受到员工的欢迎,最后讨论实证结果的理论意义和实践意义。This study examines the mechanism of how shared transformational leadership affects employee innovative be- havior by constructing a moderation model based on power distance. The results of empirical research show that shared transformational leadership has a significant positive impact on employee innovative behavior. The hierarchical multiple re- gression analysis shows that the relationship between shared transformational leadership and employee innovative behavior is stronger as subordinate power distance orientation is high rather than low. Furthermore, conditional indirect effect test shows that the moderating effect of power distance is always significant at any value of its range. We find that shared trans- formational leadership, a western management thought, is acceptable to Chinese employees who are submissive to their su- pervisors. We explain the moderating effect of power distance from the perspective of leader - member exchange theory. To sum up, this study deepens our understanding of power distance and offers a new orientation to research western manage- ment theory in Chinese context.

关 键 词：共享变革型领导 员工创新行为 权力距离 调节作用 

分 类 号：F272.92[经济管理—企业管理]