包容型领导对员工创造性绩效的影响――一个有调节的中介模型
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摘要
提升企业员工的创造性绩效是增强企业创新主体地位和构建创新能力的重要微观运行机制。作为一种为满足组织创新需求应运而生的领导风格,包容型领导会对员工创造性绩效产生何种影响仍然存在不同的认识。本研究基于领导—成员交换理论和资源保存理论,利用中国情境下的315份个体员工数据进行实证分析,探讨了包容型领导影响员工创造性绩效的作用机制。研究显示:包容型领导风格会通过促进员工建言来提升创造性绩效。然而,针对不同的差错取向员工,包容型领导对其建言行为的影响会存在差异,其中差错紧张取向负向调节包容型领导与员工建言行为间关系,并进一步影响员工的创造性绩效。
Promoting the creative performance of employees is an important microoperation mechanism in enhancing the main position of innovation of businesses and building their innovation capabilities. As a leadership style emerged to meet the needs of organizational innovation, there are still different understandings about what kind of impact the inclusive leadership will have on employees' creative performance. Based on the theory of leader-member exchange and resource preservation, this study made an empirical analysis of a set of data covering 315 individual employees in the Chinese scenario, and explored the mechanism of inclusive leadership influencing employee creative performance. The research results showed that inclusive leadership style can improve employees' creative performance by encouraging them to make their suggestions and having their voices to be heard. However, for employees with different error-orientation, the impact of inclusive leadership on their voice behavior will be different. Specifically, error strain orientation negatively moderates the relationship between inclusive leadership and employee voice behavior, and further affects the creative performance of employees.
Promoting the creative performance of employees is an important microoperation mechanism in enhancing the main position of innovation of businesses and building their innovation capabilities. As a leadership style emerged to meet the needs of organizational innovation, there are still different understandings about what kind of impact the inclusive leadership will have on employees' creative performance. Based on the theory of leader-member exchange and resource preservation, this study made an empirical analysis of a set of data covering 315 individual employees in the Chinese scenario, and explored the mechanism of inclusive leadership influencing employee creative performance. The research results showed that inclusive leadership style can improve employees' creative performance by encouraging them to make their suggestions and having their voices to be heard. However, for employees with different error-orientation, the impact of inclusive leadership on their voice behavior will be different. Specifically, error strain orientation negatively moderates the relationship between inclusive leadership and employee voice behavior, and further affects the creative performance of employees.
引文
[1]陈璐,柏帅皎,王月梅.CEO变革型领导与高管团队创造力:一个被调节的中介模型[J].南开管理评论,2016,19(2):63-74.
[2]曹霞,瞿皎姣.资源保存理论溯源、主要内容探析及启示[J].中国人力资源开发,2014(15):75-80.
[3]陈瑞,郑毓煌,刘文静.中介效应分析:原理、程序、方法及其应用[J].营销科学学报,2013,9(4):120-135.
[4]陈文沛.差错管理气氛对员工创新行为的影响跨层次模型分析[J].天津财经大学学报,2013,33(10):121-129.
[5]杜鹏程,李敏,王成城.差错反感文化对员工双元绩效的影响机制研究[J].经济管理,2017,39(5):101-114.
[6]古银华,卿涛,杨付,等.包容型领导对下属创造力的双刃剑效应[J].管理科学,2017,30(1):119-130.
[7]古银华.包容型领导对员工创新行为的影响:一个被调节的中介模型[J].经济管理,2016(4):93-103.
[8]管春英.包容性领导对员工创新行为的多链条作用机制研究[J].科学学与科学技术管理,2016,37(6):159-168.
[9]李鹏,张剑,杜斑.薪酬公平感、创造性人格对员工创造性绩效的影响[J].管理评论,2017,29(11):106-115.
[10]李君锐,李万明.工作自主性、心理可得性与员工建言行为:差错反感文化的调节作用[J].中国人力资源开发,2016,15(15):66-72.
[11]彭伟,李慧,金丹丹.基于扎根理论的包容性领导结构维度的本土化研究[J].中国人力资源开发,2016,15(15):37-47.
[12]汤超颖,刘洋,王天辉.科研团队魅力型领导、团队认同和创造性绩效的关系研究[J].科学学与科学技术管理,2012,33(10):155-162.
[13]温忠麟,叶宝娟.有调节的中介模型检验方法:竞争还是替补?[J].心理学报,2014,46(5):714-726.
[14]王雁飞.组织领导与成员交换理论研究现状与展望[J].外国经济与管理,2006,28(1):30-38.
[15]温忠麟,侯杰泰,张雷.调节效应与中介效应的比较和应用[J].心理学报,2005,37(2):268-274.
[16]王重鸣,洪自强.差错管理气氛和组织效能关系研究[J].浙江大学学报(人文社会科学版),2000,30(5):114-119.
[17]尹奎,孙健敏,邢璐,杨夕瑾.研究生科研角色认同对科研创造力的影响:导师包容性领导、师门差错管理氛围的作用[J].北京:心理发展与教育,2016(5):557-564.
[18]尹奎,孙健敏,陈乐妮.差错管理氛围研究述评与展望[J].外国经济与管理,2016,38(2):75-87.
[19]俞达,梁钧平.对领导者-成员交换理论(LMX)的重新检验:一个新的理论模型[J].经济科学,2015,Vol.24(1):5-18.
[20]张若勇,张柳柳,王海珍.差错规避对部门绩效的影响:一个跨层链式中介模型[J].管理评论,2017,29(4):143-153.
[21]章璐璐,杨付,古银华.包容型领导:概念、测量及与相关变量的关系[J].心理科学进展,2016,24(9):1467-1477.
[22]张剑,董荔,田一凡.促进还是阻碍:情感对员工创造性绩效的影响[J].心理科学进展,2010,18(6):955-962.
[23]Amabile T M,Schatzel E A,Moneta G B,et al.Leader behaviors and the work engagement:mediating roles of affective organizational commitment and creativity[J].Social Behavior&Personality:An International Journal,2015,43(6):931-943.
[24]Amabile T M,Conti R,Coon H.Assessing the Work Environment for Creativity[J].Academy of Management Journal,1996,39(5):1154-1184.
[25]Amabile T M.A model of creativity and innovation in organizations[J].Research in Organizational Behavior,1988,10(10):123-167.
[26]Andiyasari A,Matindas R W,Riantoputra C D.Voice behavior:the role of perceived support and psychological ownership[J].The South East Asian Journal of Management,2017,11(1):1-24.
[27]Burris E R,Detert J R,Romney A C.Speaking up vs.being heard:the disagreement around and outcomes of employee voice[J].Organization Science,2013,(1):22-38.
[28]Binnewies C,W?rnlein S C.What makes a creative day?a diary study on the interplay between affect,job stressors,and job control[J].Journal of Organizational Behavior,2011,32(4):589-607.
[29]Chen A S Y,Hou Y H.The effects of ethical leadership,voice behavior and climates for innovation on creativity:a moderated mediation examination[J].Leadership Quarterly,2016,27(1):1-13.
[30]Carmeli A,Reiter-palmon R,Ziv E.Inclusive leadership and employee involvement in creative tasks in the workplace:the mediating role of psychological safety[J].Creativity Research Journal,2010,22(3):250-260.
[31]Dedahanov A T,Lee D H,Rhee J,et al.Entrepreneur’s paternalistic leadership style and creativity:the mediating role of employee voice[J].Management Decision,2016,54(9):2310-2324.
[32]Dul J,Ceylan C,Jaspers F.Knowledge workers'creativity and the role of the physical work environment[J].Human Resource Management,2011,50(6):715-734.
[33]Dyne L V,Ang S,Botero I C.Conceptualizing employee silence and employee voice as multidimensional constructs[J].Journal of Management Studies,2003,40(6):1359-1392.
[34]Deci E L,Ryan R M.The support of autonomy and the control of behavior[J].Journal of Personality and Social Psychology,1987,53(6):1024-1037.
[35]Ford C M.A theory of individual creative action in multiple social domains[J].Academy of Management Review,1996(21);1112-1142.
[36]George J M,Zhou J.Dual tuning in a supportive context:joint contributions of positive mood,negative mood,and supervisory behaviors to employee creativity[J].Academy of Management Journal,2007,50(3):605-622.
[37]Harari M B,Reaves A C,Viswesvaran C.Creative and innovative performance:a meta-analysis of relationships with task,citizenship,and counterproductive job performance dimensions[J].European Journal of Work&Organizational Psychology,2016,25(4):495-511.
[38]Janhonen M,Henttonen K,Johanson J.Internal social networks in work teams:structure,knowledge sharing and performance[J].International Journal of Manpower,2013,34(6):616-634.
[39]Korsten V A,Stanz K J,Blignaut J.The development of a management error orientation questionnaire[J].Sa Journal of Human Resource Management,2004,2(1):37-44.
[40]Leicher V,Mulder R H.Individual and contextual factors influencing engagement in learning activities after errors at work:a replication study in a German retail bank[J].Journal of Workplace Learning,2016,28(2):66-80.
[41]Leicher V,Mulder R H,Bauer J.Learning from errors at work:a replication study in elder care nursing[J].Vocations&Learning,2013,6(2):207-220.
[42]Liu W Y.Inclusive leadership and employee voice:mediating roles of psychological safety and leader-member exchange[D].Hong Kong:Business School of Hong Kong Baptist University,2013.
[43]Lim H S,Choi J N.Testing an alternative relationship between individual and contextual predictors of creative performance[J].Social Behavior&Personality an International Journal,2009,37(1):117-135.
[44]Lepine J A,Van Dyne L.Predicting voice behavior in work groups[J].Journal of Applied Psychology,1998,83(6):853-868.
[45]Marks M A,Mathieu J E,Zaccaro S J.A temporally based framework and taxonomy of team processes[J].Academy of Management Review,2001,26(3):356-376.
[46]Nembhard I M,Edmondson A C.Making it safe:The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams[J].Journal of Organizational Behavior,2006,27(7):941-966
[47]Rybowiak V,Garst H,Frese M,Error orientation questionnaire(eoq):reliability,validity,and different language equivalence[J].Journal of Organizational Behavior,1999,20(4):527-547.
[48]Shih H A,Wijaya N H S.Team-member exchange,voice behavior,and creative work involvement[J].International Journal of Manpower,2017,38(3):417-431.
[49]Song J,Wu J L,Gu J B.Voice behavior and creative performance moderated by stressors[J].Journal of Managerial Psychology,2017,32(2):177-192.
(1)根据Amabile(1996)等学者的观点,相较于从实体环境存在的角度,从员工对环境感知的角度出发研究创造性更有意义。因此,本研究的包容型领导实际上为个体对领导包容性的感知,研究范围仅限于个体层面,而不涉及跨层次研究。
[2]曹霞,瞿皎姣.资源保存理论溯源、主要内容探析及启示[J].中国人力资源开发,2014(15):75-80.
[3]陈瑞,郑毓煌,刘文静.中介效应分析:原理、程序、方法及其应用[J].营销科学学报,2013,9(4):120-135.
[4]陈文沛.差错管理气氛对员工创新行为的影响跨层次模型分析[J].天津财经大学学报,2013,33(10):121-129.
[5]杜鹏程,李敏,王成城.差错反感文化对员工双元绩效的影响机制研究[J].经济管理,2017,39(5):101-114.
[6]古银华,卿涛,杨付,等.包容型领导对下属创造力的双刃剑效应[J].管理科学,2017,30(1):119-130.
[7]古银华.包容型领导对员工创新行为的影响:一个被调节的中介模型[J].经济管理,2016(4):93-103.
[8]管春英.包容性领导对员工创新行为的多链条作用机制研究[J].科学学与科学技术管理,2016,37(6):159-168.
[9]李鹏,张剑,杜斑.薪酬公平感、创造性人格对员工创造性绩效的影响[J].管理评论,2017,29(11):106-115.
[10]李君锐,李万明.工作自主性、心理可得性与员工建言行为:差错反感文化的调节作用[J].中国人力资源开发,2016,15(15):66-72.
[11]彭伟,李慧,金丹丹.基于扎根理论的包容性领导结构维度的本土化研究[J].中国人力资源开发,2016,15(15):37-47.
[12]汤超颖,刘洋,王天辉.科研团队魅力型领导、团队认同和创造性绩效的关系研究[J].科学学与科学技术管理,2012,33(10):155-162.
[13]温忠麟,叶宝娟.有调节的中介模型检验方法:竞争还是替补?[J].心理学报,2014,46(5):714-726.
[14]王雁飞.组织领导与成员交换理论研究现状与展望[J].外国经济与管理,2006,28(1):30-38.
[15]温忠麟,侯杰泰,张雷.调节效应与中介效应的比较和应用[J].心理学报,2005,37(2):268-274.
[16]王重鸣,洪自强.差错管理气氛和组织效能关系研究[J].浙江大学学报(人文社会科学版),2000,30(5):114-119.
[17]尹奎,孙健敏,邢璐,杨夕瑾.研究生科研角色认同对科研创造力的影响:导师包容性领导、师门差错管理氛围的作用[J].北京:心理发展与教育,2016(5):557-564.
[18]尹奎,孙健敏,陈乐妮.差错管理氛围研究述评与展望[J].外国经济与管理,2016,38(2):75-87.
[19]俞达,梁钧平.对领导者-成员交换理论(LMX)的重新检验:一个新的理论模型[J].经济科学,2015,Vol.24(1):5-18.
[20]张若勇,张柳柳,王海珍.差错规避对部门绩效的影响:一个跨层链式中介模型[J].管理评论,2017,29(4):143-153.
[21]章璐璐,杨付,古银华.包容型领导:概念、测量及与相关变量的关系[J].心理科学进展,2016,24(9):1467-1477.
[22]张剑,董荔,田一凡.促进还是阻碍:情感对员工创造性绩效的影响[J].心理科学进展,2010,18(6):955-962.
[23]Amabile T M,Schatzel E A,Moneta G B,et al.Leader behaviors and the work engagement:mediating roles of affective organizational commitment and creativity[J].Social Behavior&Personality:An International Journal,2015,43(6):931-943.
[24]Amabile T M,Conti R,Coon H.Assessing the Work Environment for Creativity[J].Academy of Management Journal,1996,39(5):1154-1184.
[25]Amabile T M.A model of creativity and innovation in organizations[J].Research in Organizational Behavior,1988,10(10):123-167.
[26]Andiyasari A,Matindas R W,Riantoputra C D.Voice behavior:the role of perceived support and psychological ownership[J].The South East Asian Journal of Management,2017,11(1):1-24.
[27]Burris E R,Detert J R,Romney A C.Speaking up vs.being heard:the disagreement around and outcomes of employee voice[J].Organization Science,2013,(1):22-38.
[28]Binnewies C,W?rnlein S C.What makes a creative day?a diary study on the interplay between affect,job stressors,and job control[J].Journal of Organizational Behavior,2011,32(4):589-607.
[29]Chen A S Y,Hou Y H.The effects of ethical leadership,voice behavior and climates for innovation on creativity:a moderated mediation examination[J].Leadership Quarterly,2016,27(1):1-13.
[30]Carmeli A,Reiter-palmon R,Ziv E.Inclusive leadership and employee involvement in creative tasks in the workplace:the mediating role of psychological safety[J].Creativity Research Journal,2010,22(3):250-260.
[31]Dedahanov A T,Lee D H,Rhee J,et al.Entrepreneur’s paternalistic leadership style and creativity:the mediating role of employee voice[J].Management Decision,2016,54(9):2310-2324.
[32]Dul J,Ceylan C,Jaspers F.Knowledge workers'creativity and the role of the physical work environment[J].Human Resource Management,2011,50(6):715-734.
[33]Dyne L V,Ang S,Botero I C.Conceptualizing employee silence and employee voice as multidimensional constructs[J].Journal of Management Studies,2003,40(6):1359-1392.
[34]Deci E L,Ryan R M.The support of autonomy and the control of behavior[J].Journal of Personality and Social Psychology,1987,53(6):1024-1037.
[35]Ford C M.A theory of individual creative action in multiple social domains[J].Academy of Management Review,1996(21);1112-1142.
[36]George J M,Zhou J.Dual tuning in a supportive context:joint contributions of positive mood,negative mood,and supervisory behaviors to employee creativity[J].Academy of Management Journal,2007,50(3):605-622.
[37]Harari M B,Reaves A C,Viswesvaran C.Creative and innovative performance:a meta-analysis of relationships with task,citizenship,and counterproductive job performance dimensions[J].European Journal of Work&Organizational Psychology,2016,25(4):495-511.
[38]Janhonen M,Henttonen K,Johanson J.Internal social networks in work teams:structure,knowledge sharing and performance[J].International Journal of Manpower,2013,34(6):616-634.
[39]Korsten V A,Stanz K J,Blignaut J.The development of a management error orientation questionnaire[J].Sa Journal of Human Resource Management,2004,2(1):37-44.
[40]Leicher V,Mulder R H.Individual and contextual factors influencing engagement in learning activities after errors at work:a replication study in a German retail bank[J].Journal of Workplace Learning,2016,28(2):66-80.
[41]Leicher V,Mulder R H,Bauer J.Learning from errors at work:a replication study in elder care nursing[J].Vocations&Learning,2013,6(2):207-220.
[42]Liu W Y.Inclusive leadership and employee voice:mediating roles of psychological safety and leader-member exchange[D].Hong Kong:Business School of Hong Kong Baptist University,2013.
[43]Lim H S,Choi J N.Testing an alternative relationship between individual and contextual predictors of creative performance[J].Social Behavior&Personality an International Journal,2009,37(1):117-135.
[44]Lepine J A,Van Dyne L.Predicting voice behavior in work groups[J].Journal of Applied Psychology,1998,83(6):853-868.
[45]Marks M A,Mathieu J E,Zaccaro S J.A temporally based framework and taxonomy of team processes[J].Academy of Management Review,2001,26(3):356-376.
[46]Nembhard I M,Edmondson A C.Making it safe:The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams[J].Journal of Organizational Behavior,2006,27(7):941-966
[47]Rybowiak V,Garst H,Frese M,Error orientation questionnaire(eoq):reliability,validity,and different language equivalence[J].Journal of Organizational Behavior,1999,20(4):527-547.
[48]Shih H A,Wijaya N H S.Team-member exchange,voice behavior,and creative work involvement[J].International Journal of Manpower,2017,38(3):417-431.
[49]Song J,Wu J L,Gu J B.Voice behavior and creative performance moderated by stressors[J].Journal of Managerial Psychology,2017,32(2):177-192.
(1)根据Amabile(1996)等学者的观点,相较于从实体环境存在的角度,从员工对环境感知的角度出发研究创造性更有意义。因此,本研究的包容型领导实际上为个体对领导包容性的感知,研究范围仅限于个体层面,而不涉及跨层次研究。
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