nav emailalert searchbtn searchbox tablepage yinyongbenwen piczone journalimg journalInfo journalinfonormal searchdiv searchzone qikanlogo popupnotification paper paperNew
2021, 09, No.359 34-44
齐头并进:悖论式领导对员工创新行为的影响
基金项目(Foundation): 国家自然科学基金青年项目“双向皮格马利翁效应:员工主动服务行为与客户支持的互动螺旋与干预研究”(71901098); 北京市教委基本科研费资助项目“阴阳视角下矛盾型领导对团队绩效和创新行为的影响研究”(110052972027/132); 北方工业大学科研启动基金项目“员工悖论思维对创新行为的影响机制研究”(110051360002)
邮箱(Email):
DOI: 10.14134/j.cnki.cn33-1336/f.2021.09.003
发布时间: 2021-09-15
出版时间: 2021-09-15
移动端阅读
摘要:

基于悖论理论和社会学习理论,探讨了悖论式领导如何影响员工创新行为。通过对279份领导—员工配对数据进行分析发现:悖论式领导对员工创新行为有显著的积极影响;个体双元性在悖论式领导与员工创新行为之间起中介作用;员工悖论思维不仅调节了悖论式领导与个体双元性之间的关系,还进一步调节了悖论式领导通过个体双元性影响其创新行为的间接效应,即相对于悖论思维低的员工,悖论思维高的员工更有可能从悖论式领导行为获得有益影响,同时表现出高水平的探索活动和利用活动,进而创新行为也有所提升。结论丰富了有关悖论式领导的实证研究,同时,为将悖论理论引入组织实践奠定理论基础。

Abstract:

Based on paradox theory and social learning theory,we investigate how paradoxical leadership enhances employee innovative behaviors. Through the analysis of 279 paired data of leaders and employees,it is found that paradoxical leadership has a significant positive impact on employees' innovation behavior. Individual ambidexterity plays an intermediary role between paradoxical leadership and employees' innovative behavior. Employees' paradoxical thinking not only regulates the relationship between paradoxical leadership and individual duality,but also further regulates the indirect effect of paradoxical leadership on their innovative behavior through individual ambidexterity,that is,compared with employees with low paradoxical thinking,employees with high paradoxical thinking are more likely to obtain beneficial influence from paradoxical leadership,At the same time,it shows a high level of exploration and utilization activities,and then the innovation behavior is also improved. This study enriches the empirical research on paradoxical leadership and lays a theoretical foundation for introducing paradox theory into organizational practice.

参考文献

[1]JANSSEN O.Job demands,perceptions of effort-reward fairness and innovative work behaviour[J].Journal of Occupational and Organizational Psychology,2000,73(3):287-302.

[2]ANDERSON N,POTOCNIK K,ZHOU J.Innovation and creativity in organizations:a state-of-the-science review,prospective commentary,and guiding framework[J].Journal of Management,2014,40(5):1297-1333.

[3]MIRON-SPEKTOR E,EREZ M.Looking at creativity through a paradox lens[M]//SMITH K W,LEWIS W M,JARZABKOWSKI P,et al.The oxford handbook of organizational paradox.Oxford:Oxford University Press,2017:434-450.

[4]MIRON-SPEKTOR E,GINO F,ARGOTE L.Paradoxical frames and creative sparks:enhancing individual creativity through conflict and integration[J].Organizational Behavior and Human Decision Processes,2011,116(2):229-240.

[5]SMITH W K,LEWIS M W.Toward a theory of paradox:a dynamic equilibrium model of organizing[J].Academy of Management Review,2011,36(2):381-403.

[6]MIRON-SPEKTOR E,INGRAM A,KELLER J,et al.Microfoundations of organizational paradox:the problem is how we think about the problem[J].Academy of Management Journal,2018,61(1):26-45.

[7]ZHANG Y,WALDMAN D A,HAN Y,et al.Paradoxical leader behaviors in people management:antecedents and consequences[J].Academy of Management Journal,2015,58(2):538-566.

[8]谭乐,嵩坡,杨晓,等.悖论式领导:研究述评与展望[J].外国经济与管理,2020(4):63-79.

[9]朱颖俊,张渭,廖建桥,等.悖论式领导的概念、测量与影响机制[J].中国人力资源开发,2019(8):31-46.

[10]BANDURA A.Social cognitive theory:an agentic perspective[J].Annual Review of Psychology,2001,52(1):1-26.

[11]ROGAN M,MORS M L.A network perspective on individual-level ambidexterity in organizations[J].Organization Science,2014,25(6):1860-1877.

[12]ZACHER H,ROBINSON A J,ROSING K.Ambidextrous leadership and employees'self-reported innovative performance:the role of exploration and exploitation behaviors[J].The Journal of Creative Behavior,2016,50(1):24-46.

[13]ROSING K,ZACHER H.Individual ambidexterity:the duality of exploration and exploitation and its relationship with innovative performance[J].European Journal of Work and Organizational Psychology,2017,26(5):694-709.

[14]SCHAD J,LEWIS M W,RAISCH S,et al.Paradox research in management science:looking back to move forward[J].The Academy of Management Annals,2016,10(1):5-64.

[15]LEWIS M W.Exploring paradox:toward a more comprehensive guide[J].Academy of Management Review,2000,25(4):760-776.

[16]刘燕君,徐世勇,张慧,等.人力资源管理张力的应对:基于悖论视角[J].中国人力资源开发,2018(11):113-123.

[17]ROSING K,FRESE M,BAUSCH A.Explaining the heterogeneity of the leadership-innovation relationship:ambidextrous leadership[J].The Leadership Quarterly,2011,22(5):956-974.

[18]MIRON-SPEKTOR E,BEENEN G.Motivating creativity:the effects of sequential and simultaneous learning and performance achievement goals on product novelty and usefulness[J].Organizational Behavior and Human Decision Processes,2015,127:53-65.

[19]WALDMAN D A,BOWEN D E.Learning to be a paradox-savvy leader[J].Academy of Management Perspectives,2016,30(3):316-327.

[20]PARKER S K,WILLIAMS H M,TURNER N.Modeling the antecedents of proactive behavior at work[J].Journal of Applied Psychology,2016,91(3):636-652.

[21]BAUCUS M S,NORTON W I,BAUCUS D A,et al.Fostering creativity and innovation without encouraging unethical behavior[J].Journal of Business Ethics,2008,81(1):97-115.

[22]OWENS B P,WALLACE A S,WALDMAN D A.Leader narcissism and follower outcomes:the counterbalancing effect of leader humility[J].Journal of Applied Psychology,2015,100(4):1203-1213.

[23]ZHANG H,OU A Y,TSUI A S,et al.CEO humility,narcissism and firm innovation:a paradox perspective on CEO traits[J].The Leadership Quarterly,2017,28(5):585-604.

[24]AKRAM T,HAIDER M J,FENG Y X.The effects of organizational justice on the innovative work behavior of employees:an empirical study from China[J].Innovation,2016,2(1):114-126.

[25]DONG Y,BARTOL K M,ZHANG Z X,et al.Enhancing employee creativity via individual skill development and team knowledge sharing:influences of dual-focused transformational leadership[J].Journal of Organizational Behavior,2017,38(3):439-458.

[26]CHEN T,LEUNG K,LI F,et al.Interpersonal harmony and creativity in China[J].Journal of Organizational Behavior,2015,36(5):648-672.

[27]KAUPPILA O P,TEMPELAAR M P.The social-cognitive underpinnings of employees'ambidextrous behaviour and the supportive role of group managers'leadership[J].Journal of Management Studies,2016,53(6):1019-1044.

[28]SMITH W K,TUSHMAN M L.Managing strategic contradictions:a top management model for managing innovation streams[J].Organization Science,2005,16(5):522-536.

[29]GIBSON C B,BIRKINSHAW J.The antecedents,consequences,and mediating role of organizational ambidexterity[J].Academy of Management Journal,2004,47(2):209-226.

[30]罗瑾琏,管建世,钟竞,等.迷雾中的抉择:创新背景下企业管理者悖论应对策略与路径研究[J].管理世界,2018(11):150-167.

[31]MOM T J,VAN DEN BOSCH F A,VOLBERDA H W.Understanding variation in managers'ambidexterity:investigating direct and interaction effects of formal structural and personal coordination mechanisms[J].Organization Science,2009,20(4):812-828.

[32]SCOTT S G,BRUCE R A.Determinants of innovative behavior:a path model of individual innovation in the workplace[J].Academy of Management Journal,1994,37(3):580-607.

[33]GONG Y,CHEUNG S Y,WANG M,et al.Unfolding the proactive process for creativity:integration of the employee proactivity,information exchange,and psychological safety perspectives[J].Journal of Management,2012,38(5):1611-1633.

[34]SEIBERT S E,CRANT J M,KRAIMER M L.Proactive personality and career success[J].Journal of Applied Psychology,1999,84(3):416-427.

[35]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.

[36]HARRISON D A,MCLAUGHLIN M E,COALTER T M.Context,cognition,and common method variance:psychometric and verbal protocol evidence[J].Organizational Behavior and Human Decision Processes,1996,68(3):246-261.

[37]HAYES A F.Introduction to mediation,moderation,and conditional process analysis[M].New York:Guilford Press,2013:416-427.

[38]SHAO Y,NIJSTAD B A,TUBER S.Creativity under workload pressure and integrative complexity:the double-edged sword of paradoxical leadership[J].Organizational Behavior and Human Decision Processes,2019,155:7-19.

[39]PODSAKOFF P M,MACKENZIE S B,PODSAKOFF N P.Sources of method bias in social science research and recommendations on how to control it[J].Annual Review of Psychology,2012,63:539-569.

[40]熊立,曹元坤,朱建斌.国外个体二元性研究前沿及展望[J].管理评论,2018(4):142-156.

基本信息:

DOI:10.14134/j.cnki.cn33-1336/f.2021.09.003

中图分类号:F272.92;F272.91

引用信息:

[1]刘燕君,徐世勇,张慧.齐头并进:悖论式领导对员工创新行为的影响[J].商业经济与管理,2021,No.359(09):34-44.DOI:10.14134/j.cnki.cn33-1336/f.2021.09.003.

基金信息:

国家自然科学基金青年项目“双向皮格马利翁效应:员工主动服务行为与客户支持的互动螺旋与干预研究”(71901098); 北京市教委基本科研费资助项目“阴阳视角下矛盾型领导对团队绩效和创新行为的影响研究”(110052972027/132); 北方工业大学科研启动基金项目“员工悖论思维对创新行为的影响机制研究”(110051360002)

发布时间:

2021-09-15

出版时间:

2021-09-15

检 索 高级检索

引用

GB/T 7714-2015 格式引文
MLA格式引文
APA格式引文