社会组织志愿者领导风格对下属行为和动机的影响研究
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摘要
志愿者管理是社会组织的核心,社会组织中志愿者领导的不同风格对下属的工作主动性及公共服务动机具有一定影响。其中,魅力型和任务型领导风格对志愿者下属工作主动性的影响比其他领导风格作用更大,而公共服务动机在领导风格对工作主动性的影响中起到了中介作用。社会组织需要更加重视领导的选拔和培养,既要开发志愿者领导胜任能力模型,也要参考个人特质和领导风格。
This paper aims to evaluate the relative importance of leadership styles in affecting followers' public service motivation and proactivity in the contexts that both leaders and followers are volunteers. The findings demonstrate that charismatic leadership and task-oriented leadership play more important role in motivating volunteers than other leadership styles, and PSM mediates the relationship between volunteer leadership styles and proactive behaviors. The findings of current study enhance our understanding of volunteer leadership and provide practical implications in nonprofit management areas.
This paper aims to evaluate the relative importance of leadership styles in affecting followers' public service motivation and proactivity in the contexts that both leaders and followers are volunteers. The findings demonstrate that charismatic leadership and task-oriented leadership play more important role in motivating volunteers than other leadership styles, and PSM mediates the relationship between volunteer leadership styles and proactive behaviors. The findings of current study enhance our understanding of volunteer leadership and provide practical implications in nonprofit management areas.
引文
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[2]Wilson J,Musick M.Who cares?Toward an integrated theory of volunteer work.[J].American Sociological Review,1997,(5).
[3]Capner M,Caltabiano M L.Factors affecting the progression towards burnout:A comparison of professional and volunteer counsellors.[J].Psychological Reports,1993,(2).
[4]Avolio B J.Pursuing Authentic Leadership Development[J].Handbook of Leadership Theory&Practice,2010.
[5]Glynn M A,DeJordy R.Leadership through an organization behavior lens[M].Handbook of leadership theory and practice,2010:119-157.
[6]Boezeman E J,Ellemers N.Intrinsic need satisfaction and the job attitudes of volunteers versus employees working in a charitable volunteer organization[J].Journal of Occupational&Organizational Psychology,2009,(4).
[7]Trevi?o L K,Hartman L P,Brown M.Moral person and moral manager:How executives develop a reputation for ethical leadership[J].California management review,2000,(4).
[8][11]Yukl G A.Leadership in organizations[M].Edinburgh Gate:Pearson Education Limited,2013.
[9]Lang R.Schein,Edgar H.(1985):Organizational Culture and Leadership.San Francisco:Jossey-Bass Publishers[M]Schlüsselwerke der Organisationsforschung.2015.
[10]Conger J A,Kanungo R N.Charismatic leadership in organizations.[J].Administrative Science Quarterly,1998,46(1):163.
[12]Parker S K,Williams H M,Turner N.Modeling the antecedents of proactive behavior at work[J].Journal of Applied Psychology,2006,(3).
[13]胡青,王胜男,张兴伟,等.工作中的主动性行为的回顾与展望[J].心理科学进展,2011,(10).
[14]Rioux,Sheila M,Penner,Louis A.The causes of organizational citizenship behavior:A motivational analysis.[J].The Journal of applied psychology,2001,(6).
[15][16]Ertas N.Public Service Motivation Theory and Voluntary Organizations:Do Government Employees Volunteer More?[J].Nonprofit&Voluntary Sector Quarterly,2014,(2)
[17]James L.Perry,Annie Hondeghem,Lois Recascino Wise.Revisiting the Motivational Bases of Public Service:Twenty Years of Research and an Agenda for the Future[J].Public Administration Review,2010,(5).
[18]Judge T A,Bono J E,Erez A,et al.Core Self-Evaluations and Job and Life Satisfaction:The Role of Self-Concordance and Goal Attainment.[J].Journal of Applied Psychology,2005,(2).
[19][27]Brown M E,Trevi?o L K,Harrison D A.Ethical leadership:A social learning perspective for construct development and testing.[J].Organizational Behavior&Human Decision Processes,2005,(2).
[20]Stazyk E C,Davis R S.Taking The‘High Road’:Does Public Service Motivation Alter Ethical Decision Making Processes?[J].Public Administration,2015,(3).
[21]Bandura A.Self-efficacy:toward a unifying theory of behavioral change.[J].Advances in Behaviour Research&Therapy,1977,(4).
[22]Wright B E,Hassan S,Park J.Does a public service ethic encourage ethical behaviour?public service motivation,ethical leadership and the willingness to report ethical problems[J].Public Administration,2016,(3).
[23]Moynihan D P,Pandey S K.Finding Workable Levers Over Work Motivation:Comparing Job Satisfaction,Job Involvement and Organizational Commitment[J].Administration&Society,2007,(7).
[24]Yorges S L,Weiss H M,Strickland O J.The effect of leader outcomes on influence,attributions,and perceptions of charisma[J].Journal of Applied Psychology,1999,(3).
[25]Shamir B,House R J,Arthur M B.The Motivational Effects of Charismatic Leadership:A Self-Concept Based Theory[J].Organization Science,1993,(4).
[26][28]Conger J A,Kanungo R N,Menon S T,et al.Measuring Charisma:Dimensionality and Validity of the Conger-Kanungo Scale of Charismatic Leadership[J].Canadian Journal of Administrative Sciences,2010,(3).
[29]陈国权,周为.领导行为、组织学习能力与组织绩效关系研究[J].科研管理,2009(5).
[30]Bateman T S,Crant J M.The proactive component of organizational behavior:A measure and correlates[M]//Journal of Organizational Behavior.1993:103-118.
[31]Kim S,Vandenabeele W,Wright B E,et al.Investigating the Structure and Meaning of Public Service Motivation across Populations:Developing an International Instrument and Addressing Issues of Measurement Invariance[J].Journal of Public Administration Research&Theory,2013,(1).
[32]Brewer G A,Selden S C.Why Elephants Gallop:Assessing and Predicting Organizational Performance in Federal Agencies[J].Journal of Public Administration Research and Theory:J-PART,2000,(4).