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作 者:佘卓霖 李全 孔奕淳 杨百寅[1] She Zhuolin;Li Quan;Kong Yicun;Yang Baiyin(School of Economics and Management,Tsinghua University,Beijing 100084; School of Business,Nankai University,Tianjin 300071)
机构地区:[1]清华大学经济管理学院,北京100084 [2]南开大学商学院,天津300071
出 处:《中国人力资源开发》2020年第6期44-55,共12页Human Resources Development of China
基 金:国家自然科学基金项目(71872096);中央高校基本科研业务费专项资金资助项目(63202001)。
摘 要:随着职场竞争压力加剧,沉迷于工作无法自拔的"工作狂领导"在企业中愈发常见。面对工作狂领导,下属的态度不尽一致,有些积极追随响应,也有部分下属选择逃避抵制。鉴于此,基于领导-下属匹配理论,本研究提出工作狂领导对下属的影响取决于下属的工作中心性程度。在与工作狂领导共事时,高工作中心性的下属会产生高程度的领导认同,进而促进绩效水平的提升,而对于低工作中心性的下属,该影响效果会被削弱。通过对某互联网金融公司103位领导及其536位下属进行两阶段问卷调查,本研究提出的理论模型得到了数据支持。本研究的发现有助于辩证看待工作狂领导的有效性,加深对工作狂领导与下属匹配的理解,为构建和谐上下级关系提供有益借鉴。With the increasing competitive pressure in the workplace, there are more and more workaholic leaders who are addicted to work. As for workaholic leaders, followers have different attitudes. Some followers are willing to work with the workaholic leader, while others tend to escape or even resist. Based on the leader-follower fit theory, this study suggests that the influence of workaholic leader on leader identification is determined by the followers’ work centrality. When working with workaholic leaders, followers with high levels of work centrality will have higher leader identification, which in turn improves their job performance. For those followers with low levels of work centrality, this effect will be attenuated. By conducting a two-stage questionnaire survey on the 103 leaders and their corresponding 536 followers in an internet financial enterprise, our theoretical model was supported. The findings of this study provide a dialectical perspective towards the effectiveness of workaholic leaders, deepen the understanding of the fit between workaholic leaders and followers, and also offer important insights for getting leaders and followers working well together.
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