共享领导与员工创造力:一个被调节的中介模型

本研究结合自我决定理论和工作特征理论,将共享领导和员工创造力引入分析框架中,以心理所有权作为中介变量、任务重要性作为调节变量,构建了一个跨层的有调节的中介模型.通过对13家企业、74个团队的401个样本进行实证研究发现:(1)共享领导与员工创造力显著正相关;(2)心理所有权在共享领导和员工创造力之间发挥中介作用;(3)任务重要性增强共享领导对心理所有权的正向作用,并正向调节共享领导对员工创造力的间接作用.本研究拓展了共享领导的跨层研究,同时通过关注员工个体心理感受,丰富了共享领导对创造力的中介机制及其边界条件研究,并对员工创造力管理实践具有重要的管理启示.     

伦理型领导对员工非伦理行为的影响：道德明晰与权力距离的作用

区别于社会学习理论对伦理型领导影响员工非伦理行为的解释,文章聚焦社会影响理论,探究道德明晰在伦理型领导影响员工非伦理行为中的中介作用,并考察员工权力距离在以上关系中的调节作用。实证研究结果表明：（1）道德明晰在伦理型领导与员工非伦理行为之间起中介作用;（2）权力距离显著调节了伦理型领导与员工道德明晰的关系;（3）权力距离显著调节了道德明晰在伦理型领导与员工非伦理行为之间的中介作用。     

悖论式领导对员工越轨创新行为的影响研究——工作重塑和前摄型人格的作用

文章基于信息加工理论、工作要求—资源模型,探讨悖论式领导对员工越轨创新行为的影响,以及工作重塑起到的中介作用机制,并依据人格特质理论分析前摄型人格在工作重塑与员工越轨创新行为之间的调节作用。以二十余家创新型企业的514名员工为研究对象,通过问卷调查收集数据进行实证分析,研究结果显示：悖论式领导与员工越轨创新行为呈显著正相关关系;悖论式领导与工作重塑显著正相关;工作重塑与员工越轨创新行为显著正相关;工作重塑在悖论式领导与员工越轨创新行为间起部分中介作用;前摄型人格正向调节工作重塑与员工越轨创新行为之间的关系。文章在中国情境下,从悖论视角、复合型领导视角揭示悖论式领导与员工越轨创新行为之间的关系,突破了以往仅从单一领导行为研究越轨创新行为形成机制的单边研究视角局限;实践上为企业更好地认识、引导、有效管理员工越轨创新行为提出管理启示。     

悖论式领导对员工建言行为的影响:心理安全感和调节焦点的作用

基于社会交换和社会信息加工理论,探讨悖论式领导对员工建言行为的影响及其作用机制。采用265个员工及其主管配对数据,运用层次回归分析方法,检验理论假设模型。结果表明:悖论式领导对员工促进性和抑制性建言行为具有显著的正向影响,对员工心理安全感起中介作用,员工调节焦点特征不仅调节了心理安全感中介作用,而且调节了心理安全感与员工建言行为的关系。根据研究结论,提出了塑造管理者悖论式领导风格、注重员工心理安全感建设、主动识别员工调节焦点特征以选择合适的管理方式等相关管理建议。     

双元领导的双刃剑效应:矛盾体验与中庸思维的作用

双元管理模式越来越受到商界的青睐。以往研究发现了双元领导的积极作用或消极作用,但缺乏从整合视角考量双元领导的双刃剑效应,以及双元领导何时出现利之刃,何时出现伤之刃。基于社会信息加工理论,本研究提出双元领导会给员工带来矛盾体验;这种矛盾体验既可能提升创造力,又可能导致其拖延。同时,提出中庸思维作为调节变量会强化矛盾体验与创造力的积极关系,也会削弱矛盾体验与拖延行为的消极关系。采用经验取样法,通过对8家高新技术企业68名员工连续10周的656份有效观测数据的回归分析,本研究提出的所有假设均得到支持。本研究有利于进一步认识双元领导的双刃剑效应,引领管理者调整双元领导风格和注重员工辩证思维的培养,以充分发挥员工的创造力,减少其拖延行为。     

魅力型领导、情感控制策略与内部审计人员工作绩效

随着内部审计重要性的日益凸显,组织内部的领导和员工关系对内部审计人员工作绩效产生的影响越来越受到关注。以情感控制策略为中介变量、员工个体特征为调节变量,构建了魅力型领导对内审员工工作绩效的影响模型,通过对241名内部审计人员进行问卷调查及数据分析,发现内部审计人员工作绩效受其团队风格的影响,且魅力型领导通过员工认知重估和表达抑制两种情感控制策略作为中介变量对工作绩效产生了显著的间接影响;同时,在不同年龄、不同性别的内部审计员工之间,情感控制策略的影响存在显著差异。     

道德型领导能提升员工创新行为吗?——内部人身份感知和垂直集体主义的作用

虽然以往研究证实了道德型领导对员工创新行为的积极影响,但关于两者关系的内部机制与边界条件,至今还知之不多.本研究基于自我分类理论,以52个科研团队的376名员工—主管的有效配对数据为样本,考察了道德型领导对员工创新行为的影响,分析了内部人身份感知的中介作用和员工垂直集体主义导向的调节作用.结果表明:(1)道德型领导对员工的创新行为具有显著的正向影响;(2)内部人身份感知在道德型领导与员工创新行为关系中起部分中介作用;(3)员工的垂直集体主义导向不仅正向调节了内部人身份感知与员工创新行为之间的关系,而且还调节了道德型领导对员工创新行为的间接作用.这些发现对拓展中国情境下道德型领导与员工创新行为之间作用机制的研究都具有重要的指导意义.     

谦卑型领导如何激活员工工作重塑行为

随着企业外部环境动荡水平的激增,如何激活员工工作重塑行为受到越来越多研究者的关注。在以往研究的基础上,本文构建一个有调节的中介模型探讨谦卑型领导如何以及何时会影响员工工作重塑行为。基于社会信息加工理论,本文选择工作自主性和学习目标导向来解释谦卑型领导对工作重塑的影响机制。其中,工作自主性反映了员工对“能不能进行工作重塑”的主观认知,学习目标导向反映了员工“愿不愿意进行工作重塑”的内在动机,并且工作自主性还会影响员工的学习目标导向。此外,本文进一步假设团队创新氛围会调节上述间接作用。通过对嵌套在32个团队中的194份领导-员工配对数据分析发现：谦卑型领导显著正向影响员工工作重塑行为;工作自主性和学习目标导向链式中介谦卑型领导对员工工作重塑行为的影响;团队创新氛围跨层次正向调节工作自主性在谦卑型领导与工作重塑之间的中介作用,表现为有调节的中介作用。本文研究结果对于如何激活员工工作重塑行为,提高组织的环境适应能力具有一定的启示和借鉴意义。     

企业数字技术要求与员工创新行为:悖论理论视角下员工学习张力的中介作用和领导同理心的调节作用

企业数字化转型在重塑企业价值活动、提升企业绩效的同时,也深刻影响着员工的创新行为。本文基于悖论理论,围绕应用数字技术对员工工作特征和要求的改变,从学习张力变化的视角探讨了数字技术要求对员工创新行为的作用机理。基于对418名经历过数字化转型的企业员工的多时点问卷数据分析,研究结果发现:数字技术要求不仅直接影响员工创新行为,还会通过学习张力间接影响其创新行为。领导同理心既强化了数字技术要求和员工创新行为的正向关系,也增强了学习张力和员工创新行为之间的关系,同时被调节的中介模型得到验证。本研究的结论有助于加深对数字技术要求和创新行为之间的作用机制和边界条件的理解,为从员工学习的视角探讨数字化变革背景下的员工管理问题提供了新的讨论空间,并进一步拓展了学习悖论理论的应用领域。     

精神型领导对员工创新行为的影响——一个两阶段跨层次有调节的中介模型

近年来，精神型领导成为学术界的研究热点。对于企业而言，精神型领导的价值在于从人的精神角度来理解领导与下属的关系，以期更好地激励员工，进而增强企业的竞争力。基于工作需求资源模型，本文以员工工作繁荣为中介变量，同时引入授权型领导作为第一阶段调节变量，组织容错作为第二阶段调节变量，探究了精神型领导对员工创新行为的跨层次影响机制，并为企业管理实践提出建议。     

When and why does transformational leadership influence employee creativity? The roles of personal control and creative personality

This study develops and tests a model of the underlying mechanisms linking transformational leadership and employee creativity using a sample of 240 matched middle‐level manager and front‐line supervisor dyads from a large foreign joint‐venture company in China. We propose that personal control and employee creative personality serve as a unique psychological mechanism and an important boundary condition to simultaneously influence the relationship between transformational leadership and employee creativity. Results of moderated‐mediation analyses provided support for our conceptual model, showing that transformational leadership was positively related to personal control, which also had a positive impact on employee creativity. Furthermore, creative personality was found to moderate the relationship between transformational leadership and personal control, which in turn, mediated the joint effect on employee creativity. Findings of this study provide insights into the research on leadership development and work design in HRM, which can inform human resource managers to design effective strategies and systems that can increase employees' creativity.     

Mutual Gains? Health‐Related HRM,Collective Well‐Being and Organizational Performance

Research on the effects of HR management on employees’ psychological well‐being has yielded inconclusive results. Moreover, prior works remain unclear on whether human resource practices specifically aimed at enhancing employee well‐being also benefit organizational performance. Building on signaling theory and conservation of resources theory, our study investigates the relationship between health‐related human resource management (HHRM), employees’ collective well‐being (in terms of collective emotional exhaustion and collective engagement) and organizational performance. Results from a multi‐source field study of top management team members, HR representatives, and 15,952 employees in 88 organizations reveal a positive indirect relationship between HHRM and employees’ collective well‐being, which is mediated by employees’ positive stress mindset. In addition, we find this positive indirect association to depend on the level of transformational leadership climate in organizations. Finally, our findings also show a positive indirect relationship between HHRM and company performance, mediated by employees’ positive stress mindset and collective engagement.     

Crafting job demands and employee creativity: A diary study

People are more creative on some days than others. Studying how individuals generate creative ideas from day to day could contribute to knowledge regarding the causes of such within-person variations and have practical implications for improving employee creativity across time. By adopting a dynamic resource allocation perspective and a repeated-measure diary design, we developed and examined a theoretical model focusing on the within-person processes of employee creativity. Specifically, we hypothesized that momentary role-breadth self-efficacy predicts daily changes in increasing job challenges, which, in turn, predicts daily changes in employee creativity, and that the latter relationship is accentuated by decreasing hindering demands. Results, based on 818 pairs of matched morning–afternoon observations from 91 employees over 10 workdays, provided support for our predictions. We discuss the theoretical and practical implications of these results for improving employee daily creativity.     

The role of reward omission in empowering leadership and employee outcomes: A moderated mediation model

In this study, we examined the relationships between empowering leadership employee outcomes (creativity and job performance) and the mediating (voice behaviour and taking charge) and moderating (reward omission) variables in these relationships. Our theoretical model was tested using the data collected from 197 full‐time employees and 32 supervisors. Analyses of the multisource data indicated that empowering leadership is linked to subordinates' job performance and creativity through subordinates' taking charge and voice behaviour as intermediate variables. However, the indirect relationship exists only when leaders display high levels of reward omission. Our research addressed a specific gap in understanding the boundary conditions for empowering leadership to be effective. We conclude with theoretical and practical implications of our findings as well as future research directions.     

Leader creativity expectations motivate employee creativity: a moderated mediation examination

This study presents a moderated mediation model of leader creativity expectations to investigate the effects of leader creativity expectations on employee creativity. Using matched data from 255 employees and their supervisors in the R&D center of an automotive company in China, we found that creative self-efficacy mediated the positive relationship between leader creativity expectations and employee creativity. By integrating social cognitive theory and the interactionist perspective, we further identified job involvement and job autonomy as personal and situational moderators in the relationship between leader creativity expectations and employee creative self-efficacy. As the level of job involvement and job autonomy rose, the relationship between leader creativity expectations and employee creative self-efficacy was stronger. Furthermore, we also found job involvement served as a moderator in the mediational chain for the path from leader creativity expectations to employee creativity via creative self-efficacy. We discuss the theoretical contributions and practical implications for human resource management.     

When does perceived leader regulatory-focused modeling lead to subordinate creativity? The moderating role of job complexity

This study identified job complexity as a moderator that influences the relationship between perceived leader regulatory-focused modeling and followers' creativity. Using a sample of 340 employees and their supervisors from five Chinese companies, the authors found that (1) perceived leader role modeling (promotion-focused/prevention-focused) is related to followers' creativity and (2) job complexity moderates the relationship between perceived leader regulatory-focused modeling and creativity. The authors discussed implications of these results for research and practice.     

Work curiosity: A new lens for understanding employee creativity

Curiosity has long been recognized as the driving force behind individuals' exploratory drive, learning behavior, and willingness to embrace novelty. It is generally believed that the exploratory spirit of a curious mind can enhance the individual's imagination and cognitive capability for creative ideation. But there has been surprisingly little work to clarify the relationship between curiosity and creativity. Moreover, existing research commonly oversimplifies the operationalization of human curiosity. From a pluralist view of curiosity, this paper leverages insights from psychological research to explain how curiosity can be applied in the organizational context and help to better understand employee creativity. We draw upon several seminal theories on curiosity and motivation and explore the effects of organizational context and individual differences on employees' work curiosity. We furthermore elucidate how work curiosity leads to employee creativity by affecting the cognitive processes and psychological states. Implications for future research are discussed.     

High‐performance work systems and creativity implementation: the role of psychological capital and psychological safety

Unimplemented creative ideas are potentially wasted opportunities for organisations. Although it is largely understood how to encourage creativity among employees, how to ensure this creativity is implemented remains underexplored. The objective of the current study is to identify the underlying mechanisms that explain the relationship between high‐performance work systems and creativity implementation. Drawing from the job demands–resources model, we explore a model of psychological capital and psychological safety as mediators in the relationship between high‐performance work systems and creativity implementation. Based on 505 employee survey responses, the findings show support for the mediating relationships, highlighting the importance of psychological mechanisms. The study has important implications for HRM, uncovering how people management practices can encourage creativity implementation in the workplace.