Effects of Leadership Style,Creativity Technique and Personal Initiative on Employee Creativity

Transformational leadership is assumed to enhance employees' creativity. However, results of meta‐analytic research on the relations between transformational leadership and creativity have fallen short of expectations. The authors argue that, besides leadership style, the creativity technique that a leader employs is an important means of stimulating employees' creativity. In addition, it is assumed that leadership styles and creativity techniques may have different effects, depending on the measure of creativity output (quantitative vs qualitative). Therefore, in an experimental setting, the effects of different creativity techniques (provocation technique vs brainwriting) and leadership styles (transformational vs transactional) on both quantitative and qualitative creativity were examined. Results showed that transformational leadership and provocation technique led to higher levels of qualitative creativity than transactional leadership and brainwriting, respectively. Conversely, transactional leadership and brainwriting were more effective for quantitative creativity. The additional benefit of the provocation technique in qualitative creativity was found to be higher in the transactional leadership condition than in the transformational leadership condition. Moreover, personal initiative made a significant and independent contribution to both qualitative and quantitative creativity. Implications for practice and future research are discussed.     

领导与权力分界视野下威权领导本质的探索研究

深入探讨了领导与权力二者在影响员工方面的本质差异,并在此基础上分析和揭示了威权领导的本质。研究结果表明:领导是通过构建领导者和追随者的共同目标来激励追随者积极主动地为实现共同目标而努力的过程,它和运用权力的行为有着本质的区别;威权领导在本质上是充分运用正式权力影响下属的行为。因此,威权“领导”与领导的本质相背离,不应纳入领导行为的范畴。     

领导力共享、垂直领导力与团队创造力：双视角研究

随着组织环境日益多变,越来越多的学者关注水平的领导力共享,即团队成员为了实现集体目标而相互影响、相互领导的一种主动的团队过程。基于过程视角和投入视角提出两个竞争模型,探讨领导力共享和授权型领导对团队创造力的作用。以安徽和湖北的14家企业92个部门共339名员工为样本,采用SPSS层级回归、相关分析和验证性因子分析等方法进行统计检验。研究结果表明,在过程视角下,领导力共享在授权型领导与团队创造力之间起中介作用;在投入视角下,领导力共享与授权型领导的交互作用负向影响团队创造力,领导力共享水平越高,授权型领导对团队创造力的作用越弱。研究结果为探讨领导力共享提供了新的研究视角,并对指导企业进行团队管理和创新管理有重要的实践意义。     

多层次导向的真实型领导对员工与团队创新的影响机制研究

"德才兼备"是中国评价领导者的重要内容,学者多关注团队领导者的"才"对创新的影响,鲜有研究探讨领导者的"德"与创新的关系。真实型领导与德才兼备中的"德"有着较好契合,本研究以113个研发团队的领导者及其574名员工为被试,运用多层次研究方法,探究真实型领导对创新的作用及机制。结果表明,个体导向的真实型领导透过上级支持对员工创新结果具有显著促进作用;团队导向的真实型领导透过团队协力对员工个体创新行为和团队整体的创新均有显著促进作用。本文提供了在中国情境下真实型领导对创新的多层次影响机制。     

家长式领导对员工建言行为的影响:心理安全感的中介机制

经济的周期性跨越发展离不开组织的创新,在组织管理中,包括建言行为在内的员工角色外行为研究因此备受关注。以上下级配对的236组制造性企业员工为样本,研究探讨了体现儒家传统的领导方式-家长式领导对员工建言行为的影响,并探讨了心理安全感的中介机制。结果发现,家长式领导中的德行领导维度对员工建言行为具有正面影响,权威领导则有负面影响,且德行和权威领导对建言行为具有交互影响,而其影响机制部分的是通过心理安全感所发生。文章最后对所得结果做了讨论并对未来研究做了展望。     

A Double‐edged Sword: Transformational Leadership and Individual Creativity

Leadership research has focused on the positive effects of transformational and charismatic leadership but has neglected the negative side effects. Addressing this gap, we analysed followers' dependency on the leader as a relevant negative side effect in the relationship between transformational leadership and followers' creativity and developed an integrative framework on parallel positive and negative effects of transformational leadership. As expected, results from a study with 416 R&D employees showed that transformational leadership promotes followers' creativity but at the same time increases followers' dependency which in turn reduces their creativity. This negative indirect effect attenuates the positive influence of transformational leadership on followers' creativity.     

变革型领导行为对员工建言行为的影响研究

主要研究变革型领导行为对员工建言行为的影响及其中介作用机制。在中介作用机制的探讨上,主要从心理认知和社会交换的理论视角出发,侧重于分析心理安全知觉和领导部属交换的中介作用。研究采用问卷调查研究的方法,研究对象是广州5家高科技电子制造企业中的213名员工及其对应的213名领导。通过数据分析发现:变革型领导行为对员工建言行为有显著的正向影响,领导部属交换与心理安全知觉在其中起着完全中介的作用。     

授权型领导与员工创新行为：结构正式化的调节作用

 通过授权激发员工的创新行为已成为企业获取快速反应能力的有效途径,因而授权型领导的有效性在研究和实践中引起广泛的关注。已有研究表明,授权型领导能够有效提升员工积极的态度和行为,也有研究认为授权型领导的有效性并不是“放之四海而皆准”的,授权型领导如何以及在何种条件下能够激发员工的创新行为,仍然需要进一步的探索和检验。        根据基于自我概念的理论,通过跨层次分析的方法,探索授权型领导是否影响、如何影响以及何时影响员工创新行为。检验基于组织的自尊在授权型领导影响员工创新行为过程中的中介作用以及结构正式化在此过程中的调节作用。利用问卷调查方法,收集来自60个团队的366对领导与下属匹配数据,运用Spss 21.0、HLM 7.0和Mplus 7.0对研究假设进行验证。        研究结果表明,①授权型领导与员工创新行为之间存在显著的正相关。②基于组织的自尊在授权型领导与员工创新行为之间起中介作用。③结构正式化正向调节授权型领导与员工创新行为之间的关系,当结构正式化水平较高时,授权型领导能够激发员工创新行为;当结构正式化水平较低时,授权型领导与员工创新行为的关系并不显著。④结构正式化正向调节授权型领导通过基于组织的自尊影响员工创新行为的间接效应。        研究厘清了授权型领导与员工创新行为的关系,证实授权型领导对员工创新行为的积极影响;拓展了授权型领导对员工创新行为影响机制的研究思路,发现基于组织的自尊在提升员工创新行为中的重要作用;探索授权型领导有效性的边界条件,证明授权型领导激发员工创新行为仅在团队结构正式化较高的条件下才得以实现。研究结果启示管理者可以通过授权激发员工的创新行为,同时应注重提升结构正式化程度,以降低员工创新行为中的不确定性。     

Leadership and Uncertainty: How Role Ambiguity Affects the Relationship between Leader Group Prototypicality and Leadership Effectiveness

In social identity analyses of leadership the role of leader group prototypicality (the extent to which the leader is representative of the collective identity) in leadership effectiveness is emphasized. We extend this analysis by identifying role ambiguity as a situational influence that feeds into the desire to reduce uncertainty, as a moderator of the relationship between leader group prototypicality and indicators of leadership effectiveness (perceived effectiveness, job satisfaction and turnover intentions). Role ambiguity is proposed to lead people to turn to their group memberships, making leadership effectiveness more contingent on the extent to which leaders are group prototypical. Results of a survey of n=368 employees of four Italian companies supported this hypothesis. Role ambiguity and leader group prototypicality interacted in predicting perceived effectiveness, job satisfaction and turnover intentions, such that leader group prototypicality was more strongly related to leadership effectiveness for employees experiencing greater role ambiguity.     

变革型领导对组织创造力和创新影响研究述评

组织创造力和创新对一个组织乃至整个社会的重要性毋庸置疑,而变革型领导是影响组织创造力和创新的重要因素.本文在阐明变革型领导、组织创造力和创新的概念与维度的基础上,对研究变革型领导与组织创造力和创新关系的文献进行回顾,简述变革型领导对组织创造力和创新的直接作用和间接影响,对主要的中介变量和调节变量予以分类汇总,并分析这些变量产生作用的机理,最后得出研究结论并提出未来研究方向.尽管现有文献的研究结果不甚一致,但是大多数研究结果揭示:变革型领导与组织创造力和组织创新之间既有直接关系又有间接联系,在个体、团队、组织三个层面以及组织外部环境中的诸多变量可以起到中介或调节作用.     

Author Correction: How Emotional Intelligence Promotes Leadership and Management Practices

Public Organization Review -     

创始爱心资金获取：情感信任还是能力信任

创始资金是新创企业开展创业活动的关键资源,但由于新创弱性和缺乏有效的市场记录,创业者不得不更多寻求非正式制度的社会网络支持,来自家人和朋友的爱心资金是对正式金融机构融资制度的重要补充和替代。已有研究大多将爱心资金与爱和情感联系起来,忽视理性因素的考虑。结合中国的制度文化情景,建立基于情感信任和理性信任的爱心资金获取整合模型,深化创业资金获取的社会网络和制度理论分析。基于2009年至2011年中国新生创业活动动态跟踪调研数据进行实证分析,采用Probit回归方法对社会网络、制度环境、创业活跃度和爱心资金之间关系进行理论分析和实证检验,进一步考察爱心资金结构差异对创业绩效的影响。研究结果表明,情感信任与能力信任的交互作用与爱心资金存在正相关关系,制度环境对情感信任与能力信任的交互作用与爱心资金的关系存在负向调节,创业活跃度则呈现正向调节。研究结论拓展和深化了创业社会网络的分析框架,将情感和理性因素结合起来,突破了已有研究对于血缘的利他主义和朋友的道义责任的情感性单一解释。     

Empowering Leadership,Psychological Empowerment and Employee Outcomes: Testing a Multi‐level Mediating Model

This study examined the effects of empowering leadership on employees in a customer service organization, using data from 266 employees and their supervisors from 41 work teams in a division of a large Hong Kong telecommunications corporation. Empowering leadership had acceptable levels of within‐group agreement and between‐group variability, providing support for its analysis as a group‐level construct. Testing a multi‐level model in which psychological empowerment was hypothesized to mediate the relationship between both within‐group and between‐group empowering leadership and individual outcomes, empowering leadership was associated with psychological empowerment at both levels. There was evidence of significant mediation effects at both the individual and group levels. These findings underline the importance of analysing both within‐group and between‐group differences in empowering leadership and their effects on individual attitudes and behaviours.     

道德领导对员工创新绩效的影响:社会交换的中介作用和权力距离取向的调节作用

本文基于社会交换理论,采用由202位下属及其领导构成的领导—下属配对数据探讨了道德领导对员工创新绩效的影响及其传导机制。实证检验的结果表明,道德领导对员工创新绩效和社会交换有正向影响作用,社会交换在道德领导与员工创新绩效之间起中介作用。而权力距离取向不仅调节了社会交换与员工创新绩效之间的关系,还进一步调节了社会交换在道德领导与员工创新绩效之间关系中的中介效应,即员工的权力距离取向水平越高,道德领导通过社会交换对员工创新绩效的间接影响作用越强。本文的研究发现有助于深入认识道德领导影响员工创新绩效的潜在中间机制和边界条件,并有效指导企业的创新管理实践。     

知识分享中介作用下的经验开放性与团队内聚力对员工创造力的影响

从信息处理视角,运用多层线性模型开展有关研究.研究发现,个体经验开放性和团队内聚力对于研发团队成员创造力均具有正面作用,而个体知识分享在其中起到部分中介作用.研究结果表明,相对于高内聚力团队,在低内聚力团队中,经验开放性通过个体知识分享对员工创造力的间接作用有着更强的正面导向.研究结论有助于深入理解个性特质与团队层次因素对员工创造力的作用机制,为管理者采取适当的团队管理方式、提升员工创造力提供了相关建议.     

Poison or antidote: How subnational informal institutions exacerbate and ameliorate institutional voids

We explore the mechanisms through which subnational informal institutions exacerbate or ameliorate voids in national formal institutions. Informed by a within-country, cross-sub-region case comparison, we find two exacerbating mechanisms: Competition between the logics embedded in national and subnational institutions and the sabotage of a formal national institution by a void in a subnational informal institution. We also find two ameliorating mechanisms: Strong subnational informal institutions substitute for weak national institutions and bridge voids in formal institutions. Finally, we identify the conditions of expectation alignment and engagement associated with the competition, sabotage, substitution, and bridging mechanisms. Our findings contribute to institutional theory by providing a more subtle and contingent understanding of the interaction between informal and formal, and subnational and national, institutions. Our results also suggest ways in which constrained managers and bureaucrats can reduce the effects of voids in national formal institutions.