化被动为主动:共享型领导对员工主动变革行为的影响及作用机制研究  

From passive to active:The effect of shared leadership on employee taking charge behavior and its mechanisms

作　　者：蒿坡 龙立荣[2] HAO Po;LONG Lirong(School of Economics and Management,Northwest University,Xi’an 710127,China;School of Management,Huazhong University of Science and Technology,Wuhan 430074,China)

机构地区：[1]西北大学经济管理学院,陕西西安710127 [2]华中科技大学管理学院,湖北武汉430074

出　　处：《管理工程学报》2020年第2期11-20,共10页Journal of Industrial Engineering and Engineering Management

基　　金：国家自然科学基金资助重点项目(71232001);国家自然科学基金资助青年项目(71702145,71402061)。

摘　　要：如何让员工将其工作角色外的行为,如主动变革行为,视为其角色内的行为越来越受到学者和管理者的关注。主动变革行为是指个体通过自愿的和建设性的努力来影响组织功能改变的行为,属于一种挑战性的组织公民行为。尽管以往研究对员工主动变革行为的影响因素进行了一些探讨,但主要聚焦于正式垂直领导和个体因素,鲜有研究关注团队情景因素对其的作用效果。通过问卷调查法,以69个部门和262名员工的配对数据为样本,本研究考察了共享型领导对员工主动变革行为的影响及作用机制。跨层次分析结果表明:(1)共享型领导对员工主动变革行为有积极影响;(2)主动变革行为的角色定义与和谐工作激情会分别中介共享型领导与员工主动变革行为之间的关系;(3)领导-成员交换质量会分别调节共享型领导与员工角色宽度自我效能与和谐工作激情之间的关系,领导-成员交换质量越高,共享型领导对员工角色宽度自我效能与和谐工作激情的积极作用越显著;(4)领导-成员交换质量会调节共享型领导通过角色宽度自我效能对员工主动变革行为的间接作用,领导-成员交换质量越高,这一间接作用越显著。Ways in which employees can be taught to think of their extra-role behaviors as their in-role behaviors,such as the active initiation of taking charge behavior,has attracted more and more attention from scholars and managers in recent years.Although the current body of research has already discussed the drivers of employees'taking charge behavior,it mainly focuses on the impact of formal vertical leadership and employees’own character quirks,in turn giving less attention to the role of team dynamics in initiating the taking charge behavior.To analyze the aforementioned theoretical problem,this study primarily examines the impact of shared leadership on employee initiation of taking charge behavior by assessing factors that drive employee initiative(including self-efficacy within the boundaries of a role,effective definition of a role,and passion for harmonious work),and the intermediary role these factors play in mediating active taking charge behavior.Finally,the quality of formal leader-member exchange and its role in regulating shared leadership and employee proactive motivation is examined.In order to avoid common bias in methodology,paired data of 69 team leaders and 262 employees was used as a research sample.Specifically,employees assessed shared leadership,self-efficacy within the boundaries of a role,effective definition of a role,passion for harmonious work,and the quality of leader-member exchange,while their superiors assessed employees’initiation of taking charge behavior.First,the discriminant validity of the main research variables was evaluated using a structural equation model and AMOS 17.0.Second,descriptive statistical analysis of the main research variables was performed using SPSS 18.0.Finally,the proposed hypothesis was tested using HLM 6.0,R programming,a multi-layered linear model,and the bootstrap method.Consistent with the proposed hypothesis,cross-level analysis results show that:(1)Shared leadership has a significant positive impact on employees’initiation of taking charge behavi

关 键 词：共享型领导 主动变革行为 主动性动机 领导-成员交换 

分 类 号：C93[经济管理—管理学]