授权型领导负面效应的形成机制:基于“过犹不及”理论

Formation Mechanism of the Negative Effects of Empowering Leadership:Based on the Theory of “Too-Much-of-a-Good-Thing”

学术界大量的实证研究表明,管理人员的授权型领导行为会对员工、团队和组织带来积极的影响。根据"过犹不及"理论,那些被看作是对组织有益的行为,在过多地实施之后,也可能会产生消极的作用。同样,如果管理人员没有掌握授权的尺度,授权则可能会产生"过犹不及"的效应。基于"过犹不及"理论,从员工、领导者、团队三个层面探讨授权型领导负面效应的形成机制和领导者过度授权的表现形式及原因,并为企业管理人员做好授权管理提出意见和建议。

A large number of empirical studies show that the empowering leadership behavior of managers has a positive impact on employees,teams and organizations. According to the＂too-much-of-a-good-thing＂ （TMGT） theo- ry, those actions that are seen as beneficial to organizations may also have a negative effect after too much imple- mentation. Similarly, if managers do not share their power to employees appropriately, empowering leadership behav- ior may have TMGT effect. Based on the TMGT theory, this paper discusses the formation mechanism of negative effect of the empowering leadership behavior and the manifestation and reasons of managers＇ excessive empowering leadership behavior from the perspective of employees, leaders and teams, and gives opinions and suggestions for en- terprise managers.