木秀于林,风必摧之? 下属绩效影响领导授权行为的机制与边界条件  

Are Hot Shots Being Sidelined?The Mechanism and Boundary Conditions of Sub-ordinate Performance on Leader Empowering Behavior

作　　者：易明 王圣慧 罗瑾琏[3] 胡文安 Yi Ming;Wang Shenghui;Luo Jinlian;Hu Wenan(Shandong Institute of Talent Development Strategy,Shandong University;School of Business Administration,Dongbei University of Finance and Economics;School of Eco-nomics and Management,Tongji University)

机构地区：[1]山东大学山东省人才发展战略研究院 [2]东北财经大学工商管理学院 [3]同济大学经济与管理学院

出　　处：《南开管理评论》2021年第6期117-128,I0023,I0024,共14页Nankai Business Review

基　　金：国家自然科学基金项目(72102123、72072128、72002154)资助。

摘　　要：领导授权行为能有效促进下属、团队和组织绩效的提升,但我们对这一领导行为的前因知之甚少。本研究基于认知—情感加工系统框架与资源保存理论,探讨下属绩效通过领导者积极情感与感知地位威胁对授权行为的影响,以及上下级关系的调节作用。实地研究与实验研究发现,下属绩效一方面通过领导者积极情感正向影响其授权行为;另一方面,通过感知地位威胁负向影响授权行为。下属绩效的这种增益效应与损耗效应叠加,使得下属绩效与领导授权行为呈倒U型关系,即下属绩效处于适中水平时,领导授权程度最高。上述关系受到上下级关系的调节,具体而言,当上下级关系质量较高时,领导者对高绩效下属可能带来的威胁评价较低并更愿意向他们授权,从而使得下属绩效与领导授权行为之间呈现出线性的正向关系。研究结果对于“什么样的下属才能获得领导授权”的问题提供了一个全面的解释,丰富了下属绩效的效应研究,提升了资源保存理论在管理学研究中的应用价值。另外,研究结果也使得员工认识到必须兼顾工作能力和人际技能的培养,以提高工作绩效,培育领导信任以获得更多授权。In the increasingly fierce competitive environment,technological change has brought rapid changes in products,processes,services and business models.In order to adapt to this dynamic environment,leaders are required to share power,endow employees with more responsibilities and autonomy,and provide them support,so as to eliminate the sense of subordinates’pow-erlessness and promote their own performance and team performance.In reality,however,leaders often act as subordinates,resulting in the socalled empowerment obstacles.Previous studies mostly focused on the consequences of leader empowering behaviors and subordinates’psychological changes during this process.And few of them studied the ante-cedents of leader empowering behaviors.Despite a few scholars have examined the effect of leaders’personal traits on their empowering behaviors,the results are incomplete.Specifically,those studies only re-vealed the level of empowerment behaviors as a whole,but cannot answer the question regarding what kind of subordinates are more likely to be empowered by their leaders.Therefore,these studies ignored the contingency of leadership behavior,i.e.,they ignored that leaders take differentiated empowerment methods based on the characteristics of their subordinates.In the context of Chinese culture,leaders generally draw from intimacy-loyalty-competency to differentiate subordinates and deter-mine interactive ways with them.Task performance,as a reflection of individual abilities,is the primary antecedent of leader em-powering behavior.This is because empowering incompetent subordinates likely put leaders in danger.On the other hand,high-per-formance subordinates are likely to attract the attention of the top management and thus have the opportunity to get promoted.In this case,leaders may perceive a threat to their authority and status.We argue that intimate superior-subordinate guanxi can effectively weaken the leaders’perception of threats from high performers.Specifically,intimate guanxi assists leaders in assimilat

关 键 词：下属绩效 上下级关系 积极情感 感知地位威胁 领导授权行为 

分 类 号：F272.92[经济管理—企业管理]