悖论式领导对员工创造力的跨层次作用机制研究  

A study of the cross-level impact mechanism of paradoxical leadership on employee creativity

作　　者：彭伟 李慧 周欣怡 Peng Wei;Li Hui;Zhou Xinyi(Business School,Changzhou University,Changzhou 213164,Jiangsu,China;Ningbo Branch,Ping-an Life Insurance Company of China,Ningbo 315000,Zhejiang,China)

机构地区：[1]常州大学商学院,江苏常州213164 [2]平安人寿宁波分公司,浙江宁波315000

出　　处：《科研管理》2020年第12期257-266,共10页Science Research Management

基　　金：国家社科基金重点项目(16ASH006);江苏高校“青蓝工程”资助项目(2016);江苏省研究生科研创新计划项目(KYCX17_2093)。

摘　　要：构建一个跨层次的被调节中介模型,探讨团队外部网络在悖论式领导与员工创造力关系之间所起的中介作用,并考察中庸思维对团队外部网络与员工创造力关系以及对悖论式领导通过团队外部网络影响员工创造力的间接效应的调节作用。基于51名上司和175名员工的配对调查数据,实证结果表明:悖论式领导通过影响团队外部网络进而对员工创造力产生显著的正向影响;中庸思维对团队外部网络与员工创造力之间的关系以及悖论式领导通过团队外部网络影响员工创造力的间接效应均具有跨层次的调节作用。In an increasingly complex and dynamic external environment, organizations can adapt to the development of knowledge economy only if they constantly engage in innovation. Numerous studies have shown that employee creativity is the basis of organizational innovation and competitiveness. However, the reality is often unsatisfactory. Because creative activities are both risky and uncertain, most employees usually choose routine methods to maintain their current working status, which results in the stagnation of the overall innovation ability of enterprises. How to effectively stimulate employee creativity has become an important problem that needs to be solved urgently in practice. As an important aspect of organizational environment, leadership has an important impact on employee creativity. However, different leadership styles have different effects on employee creativity. With organizations facing such contradictions as centralization and decentralization, low cost and differentiation, flexibility and control, the previous leadership mode that followed the "two-in-one" logic thinking has been unable to effectively deal with external environment. Paradoxical leadership is a kind of leadership mode which synthetically uses "both-and" paradoxical thinking to meet organizational structure and subordinate needs, and to integrate and coordinate the handling of contradictions. It makes up for the traditional way of leadership which emphasizes trade-offs too much. It can effectively deal with the contradictions in the organization, and ensure a good match between leadership behavior and complex situations. Based on this, this study intends to further explore how paradoxical leadership can stimulate employee creativity.In addition, this study chooses team external network as a mediating variable to examine its mediating effect in the relationship between paradoxical leadership and employee creativity. Previous studies have found that individual-level relationship networks have a significant impact on employee creativity b

关 键 词：悖论式领导 团队外部网络 中庸思维 员工创造力 

分 类 号：C933.2[经济管理—管理学]