魅力领导的两面性——公权与私权领导对下属创造力的影响

Two Faces of Charismatic Leadership

近30年来魅力/变革型领导理论一直是最活跃的领导研究领域之一,理论界有美化魅力/变革型领导的倾向,将其作为"有效领导"的代名词。事实却是,魅力领导存在阴暗面,可能会对组织和下属的长远发展构成危害。尽管有国外少数几位知名领导学家呼吁对公/私权魅力领导的区分,但仍然没有引起重视。本研究在区分魅力领导的"公权"、"私权"动机之框架基础上,从自我决定理论的视角探索了组织中公权和私权魅力领导对下属创造力的影响机制。基于388名领导和下属的配对样本,研究发现公权魅力领导能够促进下属的内部动机,而私权魅力领导削弱了下属的内部动机,下属内部动机分别中介了公权魅力领导和私权魅力领导与下属创造力之间的关系,工作自主性加强了公权魅力领导与下属内部动机之间的关系,工作自主性越高,公权魅力领导与下属内部动机之间的正向关系就越强。

Charismatic-transformational leadership is one of the most actively studied areas of leadership in the last 30 years.Researchers had tendency to beautify charismatic-transformational leadership, which was regarded as the most effective form of leadership. Actually, there is" dark side "of charismatic leadership, which may harm the subordinates and organizations in the long run. Though a few well-known leadership scholars called for attention on the distinguishing between socialized and personalized charismatic leadership, few attention has been paid. Based on the framework of socialized and personalized charismatic leadership theory and self-determination theory, this study investigates the influence mechanism of the two faces of charismatic leadership-socialized and personalized leadership on subordinates' creativity. Based on the matched data of 388 supervisor-subordinate dyads, results show that socializedleadership promotes subordinates' intrinsic motivation, but personalized leadership weakens subordinates' intrinsic motivation, subordinates' intrinsic motivation mediates the relationship between socialized and personalized charismatic leadership and subordinates 'creativity, job autonomy strengthens the relationship between socialized leadership and subordinates 'intrinsic motivation, such that the higher the level of job autonomy, the stronger the positive relation between socialized leadership and subordinates 'intrinsic motivation.