领导积极内隐追随对员工创造力的影响机制研究  

Research on the Influence Mechanism of Leader’s Positive Implicit Followership on Employee Creativity

作　　者：王磊[1] 王泽民 WANG Lei;WANG Zemin(School of Economics and Management,Northeast Agricultural University,Harbin 150030,China;School of Economics,Jilin University,Changchun 130012,China)

机构地区：[1]东北农业大学经济管理学院,哈尔滨150030 [2]吉林大学经济学院,长春130012

出　　处：《科学学与科学技术管理》2020年第10期119-137,共19页Science of Science and Management of S.& T.

基　　金：国家自然科学基金项目(71704020);黑龙江省自然科学基金项目(QC2017081);东北农业大学‘学术骨干’基金资助项目(18XG29)。

摘　　要：领导积极内隐追随对企业经营管理活动有重要影响,然而中国情境下内隐追随维度并不成熟,且内隐追随对员工创造力的作用机制并不明晰。基于归纳法,在内隐追随维度问卷调查的基础上,通过进行探索性和验证性因子分析对内隐追随维度进行实证。同时,基于内隐追随理论,探讨领导积极内隐追随对员工创造力的影响机制,通过问卷调查搜集396份领导者与员工配对数据,并进行实证研究。结果表明,中国情境下领导内隐追随维度可分为6个维度,包括个人特质、人际关系和工作能力内隐追随原型和反原型;影响机制中,领导—成员交换关系在领导积极内隐追随与员工创造力之间发挥中介效应,会促进"圈内追随者"创造力的形成,更会抑制"圈外员工"创造力的产生;工作投入则发挥调节效应,不同水平的工作投入程度不仅会对领导—成员交换关系与员工创造力之间的关系产生影响,也会对领导—成员交换关系的中介作用产生影响。The leadership’s positive and implicit followership theory(LPIFT) has an important influence on the enterprise’s operation and management. However, the dimension of implicit followership theory(IFT) in the Chinese context is not mature, and the mechanism of IFT on employees’ creativity is not clear. Therefore, this paper will explore the structural dimension of leadership’s(IFT) in the context of China by taking Chinese enterprise leaders and employees as the research objects, and reveal the influencing mechanism of LPIFT on employees’ creativity. Based on the induction method and the competent matter-element model of managers, and on the basis of the questionnaire survey of the IFT dimensions, this paper empirically conducts exploratory and confirmatory factor analysis on the IFT dimensions. At the same time, IFT and leader-member exchange theory(LMX) are effectively connected, and employee job engagement is introduced to discuss the mediating role of LMX between LPIFT and employee creativity, the moderating role of job involvement in LMX and employee creativity, and the moderated mediating role of LMX. In this paper, 396 leader-employee pairing data were collected through questionnaire survey, and SPSS 24.0 was used to empirically study the mediating mechanism of LPIFT on employees’ creativity. The results show that the LPIFT in the Chinese context can be divided into six dimensions, including the IFT prototype and antiprototyp of personal traits, interpersonal relationship and work ability. In the influence mechanism, LMX plays a mediating effect between the LPIFT and employees’ creativity, which will promote the formation of the creativity of "followers within the circle" and even inhibit the creativity of "employees outside the circle". Job engagement plays a moderating role. Different levels of job engagement not only influence the relationship between LMX and employee creativity, but also influence the mediating role of LMX. Based on this, on the one hand, leaders should set up LPIFT prototyp

关 键 词：领导积极内隐追随 LMX 工作投入 员工创造力 

分 类 号：F272.92[经济管理—企业管理] C933[经济管理—国民经济]