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作 者:杜鹏程[1] 陈云 姚瑶[1] DU Peng-cheng;CHEN Yun;YAO Yao(School of Business,Anhui University,Hefei,230601;School of Economics,Anhui University,Hefei,230601)
机构地区:[1]安徽大学商学院,合肥230601 [2]安徽大学经济学院,合肥230601
出 处:《中国劳动》2019年第2期53-66,共14页China Labor
基 金:国家自然科学基金面上项目"研发团队领导跨界行为对团队成员适应性绩效的跨层次影响研究";项目编号:71872001;项目负责人:杜鹏程;安徽省哲学社会科学规划重点项目"安徽创新驱动发展能力指标体系构建;评价与提升对策研究";项目编号:AHSKZ2017D02;项目负责人:杜鹏程
摘 要:提升企业员工的创造性绩效是增强企业创新主体地位和构建创新能力的重要微观运行机制。作为一种为满足组织创新需求应运而生的领导风格,包容型领导会对员工创造性绩效产生何种影响仍然存在不同的认识。本研究基于领导—成员交换理论和资源保存理论,利用中国情境下的315份个体员工数据进行实证分析,探讨了包容型领导影响员工创造性绩效的作用机制。研究显示:包容型领导风格会通过促进员工建言来提升创造性绩效。然而,针对不同的差错取向员工,包容型领导对其建言行为的影响会存在差异,其中差错紧张取向负向调节包容型领导与员工建言行为间关系,并进一步影响员工的创造性绩效。Promoting the creative performance of employees is an important microoperation mechanism in enhancing the main position of innovation of businesses and building their innovation capabilities. As a leadership style emerged to meet the needs of organizational innovation, there are still different understandings about what kind of impact the inclusive leadership will have on employees’ creative performance. Based on the theory of leader-member exchange and resource preservation, this study made an empirical analysis of a set of data covering 315 individual employees in the Chinese scenario, and explored the mechanism of inclusive leadership influencing employee creative performance. The research results showed that inclusive leadership style can improve employees’ creative performance by encouraging them to make their suggestions and having their voices to be heard. However, for employees with different error-orientation, the impact of inclusive leadership on their voice behavior will be different. Specifically, error strain orientation negatively moderates the relationship between inclusive leadership and employee voice behavior, and further affects the creative performance of employees.
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