创新活动需要好教练吗?教练型领导对员工创新行为的影响机制

Does Innovation Need a Good Coach? The Effect of Coaching Leadership on Employees' Innovative Behavior

面对复杂多变的动态化环境和日趋激烈的竞争压力,教练型领导对员工创新行为的作用日益凸显,但已有研究缺乏对二者的关系进行深入探讨。本研究立足于中国情境,基于社会信息加工理论和资源保存理论,以256名不同企业人员作为调查对象,采用层次回归分析考察教练型领导对员工创新行为的内在影响机理和边界条件。结果表明:教练型领导显著正向影响员工创新行为;心理资本在教练型领导与员工创新行为之间起部分中介作用;情绪智力不仅正向强化教练型领导与员工创新行为之间的关系,并且显著调节心理资本在教练型领导与员工创新行为之间的中介作用。以上结果能为学界和业界提供一定的理论指导和实践启发。

Confronting with the changing dynamic environment and fierce competitive pressure, the role of coaching leadership in employees＇ innovative behavior has received increasing attention. However, little research has explored the relationship between them. In this study, based on the theories of Social information processing and Conservation of resource in the specific Chinese situation, sampling 256 employees from different companies, and by the method of hierarchical regression, a model is developed to examine the mediation and moderation of psychological capital and emotional intelligence in the relationship between coaching leadership and employees＇ innovative behavior. Results indicate that： （1） Coaching leadership has significantly positive effect on employees＇ innovative behavior; （2） Coaching leadership is also positively correlated to psychological capital; （3） Psychological capital has a partial mediating effect between coaching leadership and employees＇ innovative behavior; （4） Emotional intelligence moderates the relationship between coaching leadership and employees＇ innovative behavior, specially, the relationship in coaching leadership and employees＇ innovative behavior is stronger when emotional intelligence is high rather than low; （5） Emotional intelligence moderates the indirect effect of coaching leadership on employees＇ innovative behavior through psychological capital. The research contributes to future theoretical research and managerial practice.