服务型领导与员工主动变革行为的关系——一个被调节的中介模型
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摘要
动态环境背景下,主动变革行为日益成为人力资源管理关注的热点。本文基于工作中个人成长整合模型探讨了服务型领导对员工主动变革行为的影响机制和边界条件。并通过对262份有效样本的实证分析表明:服务型领导对员工主动变革行为具有显著的正向影响;工作繁荣在服务型领导与员工主动变革行为间起部分中介作用;高水平的心理安全氛围显著增强工作繁荣对员工主动变革行为的正面影响。最后提出如下建议:建立为下属服务的激励机制,营造为下属服务的企业氛围;从学习和活力两方面,采取措施激发工作繁荣体验;建立容错机制,注重员工的心理安全感建设等建议。
In the context of dynamic environment, the act of active change has increasingly become a hot spot of human resource management. Based on the integrative model of human growth at work, this research discusses the influence mechanism and boundary conditions of service-oriented leadership on employee's active change behavior. Using 262 valid data, we found that servant leadership had a positive effect on employee's taking change behavior. Thriving at work played a partial mediating role between servant leadership and taking change behavior. Besides, psychological safety climate moderated the relationship between thriving at work and taking change behavior. In other words, the higher the psychological safety climate, the stronger positive relationship between thriving at work and taking charge behavior. The management suggestions include: establishing an incentive mechanism for servicing subordinates and striving to create a corporate atmosphere; taking measures to stimulate thriving from both learning and vitality; and establishing a fault-tolerant mechanism and focusing on the construction of employees' psychological safety.
In the context of dynamic environment, the act of active change has increasingly become a hot spot of human resource management. Based on the integrative model of human growth at work, this research discusses the influence mechanism and boundary conditions of service-oriented leadership on employee's active change behavior. Using 262 valid data, we found that servant leadership had a positive effect on employee's taking change behavior. Thriving at work played a partial mediating role between servant leadership and taking change behavior. Besides, psychological safety climate moderated the relationship between thriving at work and taking change behavior. In other words, the higher the psychological safety climate, the stronger positive relationship between thriving at work and taking charge behavior. The management suggestions include: establishing an incentive mechanism for servicing subordinates and striving to create a corporate atmosphere; taking measures to stimulate thriving from both learning and vitality; and establishing a fault-tolerant mechanism and focusing on the construction of employees' psychological safety.
引文
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[28]Sendjaya S, Eva N, Butar I B, et al.. SLBS-6:Validation of a Short Form of the Servant Leadership Behavior Scale[J].Journal of Business Ethics, 2017(3):1-16.
[29]Edmondson A.. Psychological Safety and Learning Behavior in Work Teams[J].Administrative Science Quarterly,1999,44(2):350-383.
[30]Podsakoff P M, Mackenzie S B, Lee J Y, et al.. Common Method Biases in Behavioral Research:A Critical Review of the Literature and Recommended Remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[31]Baron R M, Kenny D A.. The Moderator-Mediator Variable Distinction in Social Psychological Research:Conceptual, Strategic, and Statistical Considerations[J].Journal of Personality&Social Psychology,1986,51(6):1173-1182.
[2]Kim T Y, Liu Z, Diefendorff J M.. Leader-Member Exchange and Job Performance:The Effects of Taking Charge and Organizational Tenure[J].Journal of Organizational Behavior,2015,36(2):216-231.
[3]Kim T Y, Liu Z.. Taking charge and employee outcomes:the moderating effect of emotional competence[J].International Journal of Human Resource Management, 2017,28(5):775-793.
[4]Jr B F, Marler L E.. Change driven by nature:A metaanalytic review of the proactive personality literature[J].Journal of Vocational Behavior, 2009, 75(3):329-345.
[5]Morrison E W, Phelps C C.. Taking Charge at Work:Extrarole Efforts to Initiate Workplace Change[J].Academy of Management Journal, 1999, 42(4):403-419.
[6]Dan S C, Lorinkova N M, Dyne L V.. Employees'Social Context and Change-Oriented Citizenship:A Meta-Analysis of Leader, Coworker, and Organizational Influences[J].Group&Organization Management,2013,38(3):291-333.
[7]Parker S K, Collins C G.. Taking stock:Integrating and differentiating multiple proactive behaviors[J].Journal of Management, 2010, 36(3):633-662.
[8]Van Dierendonck D.. Servant leadership:A review and synthesis[J].Journal of Management, 2010, 37(4):1228-1261.
[9]Parker S K, Bindl U K, Strauss K.. Making things happen:A model of proactive motivation[J].Journal of Management,2010, 36(4):827-856.
[10]Porath C, Spreitzer G, Gibson C, et al.. Thriving at Work:Toward its Measurement, Construct Validation, and Theoretical Refinement[J].Journal of Organizational Behavior,2012,33(2):250-275.
[11]Niessen C, Mader I, Stride C, et al.. Thriving when Exhausted:The Role of Perceived Transformational Leadership[J].Journal of Vocational Behavior,2017(103):41-51.
[12]Greenleaf R K, Spears L C, Covey S R, et al.. Servant leadership:a journey into the nature of legitimate power and greatness[M].Paulist Press, 2002.
[13]Liden R C, Wayne S J, Zhao H, et al.. Servant leadership:Development of a multidimensional measure and multilevel assessment[J].Leadership Quarterly, 2008, 19(2):161-177.
[14]Newman A, Schwarz G, Cooper B, et al.. How Servant Leadership Influences Organizational Citizenship Behavior:The Roles of LMX, Empowerment, and Proactive Personality[J].Journal of Business Ethics,2015,145:1-14.
[15]李绍龙,龙立荣,朱其权.同心求变:参与型领导对员工主动变革行为的影响机制研究[J].预测,2015,(3).
[16]Zhang H, Kwan H K, Everett A M, et al.. Servant leadership, organizational identification, and work‐to‐family enrichment:The moderating role of work climate for sharing family concerns[J].Human Resource Management,2012,51(5):747-767.
[17]Li R, Zhang Z Y, Tian X M.. Can self-sacrificial leadership promote subordinate taking charge? The mediating role of organizational identification and the moderating role of risk aversion[J].Journal of Organizational Behavior,2016,37(5):214-216.
[18]Spreitzer G M, Porath C.. Self-Determination as Nutriment for Thriving:Building an Integrative Model of Human Growth at Work[M].Oxford Handbook of Work Engagement,Motivation, and Self-Determination Theory,2013.
[19]Spreitzer G, Sutcliffe K, Dutton J, et al.. A Socially Embedded Model of Thriving at Work[J].Organization Science,2005, 16(5):537-549.
[20]Chen Z, Zhu J, Zhou M.. How Does a Servant Leader Fuel the Service Fire? A Multilevel Model of Servant Leadership, Individual Self Identity, Group Competition Climate, and Customer Service Performance[J].Journal of Applied Psychology,2015, 100(2):511-521.
[21]Ehrhart M G.. Leadership and Procedural Justice Climate as Antecedents of Unit-Level Organizational Citizenship Behavior[J].Personnel Psychology, 2010, 57(1):61-94.
[22]Magni M, Maruping L M.. Sink or Swim:Empowering Leadership and Overload in Teams'Ability to Deal with the Unexpected[J].Human Resource Management,2013,52(5):715-739.
[23]Parker S K.. Leading for Proactivity:How Empowering Leadership and Overload in Teams'Ability to Deal with the Unexpected Happen[M].Oxford:Oxford Handbook of Leadership and Organizations,2014.
[24]Fredrickson B L.. The Role of Positive Emotions in Positive Psychology:The Broaden-and-Build Theory of Positive Emotions[J].American Psychologist,2001,56(3):218-226.
[25]Li M Z, Liu W X, Han Y, et al.. Linking Empowering Leadership and Change-Oriented Organizational Citizenship Behavior:The Role of Thriving at Work and Autonomy Orientation[J].Journal of Organizational Change Management,2016,29(5):732-750.
[26]Kahn W A.. Psychological conditions of personal engagement and disengagement at work[J].Academy of Management Journal, 1990, 33(4):692-724.
[27]Baer M, Frese M.. Innovation is not enough:climates for initiative and psychological safety, process innovations, and firm performance[J].Journal of Organizational Behavior, 2003, 24(1):45-68.
[28]Sendjaya S, Eva N, Butar I B, et al.. SLBS-6:Validation of a Short Form of the Servant Leadership Behavior Scale[J].Journal of Business Ethics, 2017(3):1-16.
[29]Edmondson A.. Psychological Safety and Learning Behavior in Work Teams[J].Administrative Science Quarterly,1999,44(2):350-383.
[30]Podsakoff P M, Mackenzie S B, Lee J Y, et al.. Common Method Biases in Behavioral Research:A Critical Review of the Literature and Recommended Remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[31]Baron R M, Kenny D A.. The Moderator-Mediator Variable Distinction in Social Psychological Research:Conceptual, Strategic, and Statistical Considerations[J].Journal of Personality&Social Psychology,1986,51(6):1173-1182.
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