研发团队共享领导力行为的产生和对创新绩效的作用:基于垂直领导力的影响

Emergence of Shared Leadership Behaviors and Effect on Innovation Performance in R&D Team:Based on the Influence of Vertical Leadership

共享领导力是提高多元性、知识型的组织绩效的有效方式,但已有对研发组织领导力理论的研究大都侧重于垂直领导力对创新的影响,对共享领导力关注不足,而共享领导力作为一种随着团队发展而动态形成的领导力类型,已被证明是提高多元性、知识型组织绩效的有效方式;目前将共享领导力作为整体概念的研究思路能从宏观视角把握其作用机制,但不足以从微观层面揭示共享领导力的动态性的产生和作用。基于领导力行为理论,从7个行为维度对共享领导力和垂直领导力进行解构,考虑垂直领导力的影响,从微观层面研究共享领导力的产生及对创新绩效的作用。运用访谈和参与性观察对4个研发团队进行全生命周期数据收集,通过多案例研究方法和规范的质性分析技术探究共享领导力行为在团队不同发展阶段的形成过程,以及垂直领导力行为对该形成过程的影响。区分创新绩效中的过程绩效、产品绩效和学习绩效,进一步揭示共享领导力和垂直领导力在促进不同创新绩效过程中发挥的不同作用。研究结果表明,共享领导力不同行为的产生既直接依赖于垂直领导力,又通过依存环境间接依赖于垂直领导力;共享领导力的不同行为并非一次性形成,而是分别产生于团队生命周期的不同阶段,即在团队构建期首先形成跨边界领导行为,在成员磨合期形成激励行为和关怀行为,在规范执行期形成授权行为和变革领导行为;共享领导力行为的这种动态性决定了其直接作用于团队创新的学习绩效和产品绩效,对过程绩效没有直接作用,而垂直领导力行为则对过程绩效具有直接促进作用,并通过共享领导力间接作用于学习绩效。在理论层面,从共享领导力行为角度分析其产生和作用,从微观层面挖掘其动态特性,解释了共享领导力和垂直领导力在促进创新绩效过程中的替代和互补关系,从而完善共享领导力的动态概念理论,也为后续的动态研究提供新思路。在实践层面,为研发团队管理中依据团队不同阶段和不同类型的创新绩效需求发展不同的共享领导力行为提供理论支持。

The present research of leadership theory in innovation organization is dominated by a focus on leadership from single and formal leaders,which is vertical leadership,yet giving little attention to the shared leadership. Shared leadership,as a dynamic and emergent process,has been considered to be one of the most important factors to promote team performance in diversified and knowledge organization. In most prior studies shared leadership has been considered as an intergrative concept to investigate its macroscopic effect on team outcomes. However the integrative concept cannot facilitate the analysis of dynamic nature of shared leadership from microscope.Based on leadership behaviors theory,this paper deconstructed shared leadership and vertical leadership through seven kinds of leadership behaviors. Considering the influences of vertical leadership behaviors,this paper aimed to explore the the emergence process of shared leadership behaviors and the effects of shared leadership on innovation performance. The datum in whole life cycle of four RD teams are collected through interview and participatory observation. Through case study and the standard qualitative analysis on those datum,this paper presented the forming mechanisms of shared leadership behaviors in different team stages and the effects of vertical leadership on the forming mechanisms. Moreover,this paper also revealed the different effects of shared leadership and vertical leadership on innovation performances during process performance,product performance and learning performance.Our findings reveal that the emergence of shared leadership behaviors depends on both the direct promotion of vertical leadership and the indirect effect of vertical leadership through providing suitable environment to leading shared leadership. The shared leadership behaviors emerge in different team stages respectively： in team forming period only the boundary spanning behaviors of shared leadership emerge; in team storming period both motivation behaviors and consideration behaviors emerge; and in team norming period both transformational behaviors and empowerment behaviors emerge. It also explored that shared leadership has positive effect on learning performance and product performance,while vertical leadership has direct positive effect on process performance and product performance,and vertical leadership has indirect positive effect on learning performance through shared leadership.This paper contributes to the following fields. Theoretically,the findings can help to explain dynamic behavior mechanism of shared leadership in RD team. The revealing of the interaction between shared leadership and vertical leadership in promoting innovation performance also can help explain that they two are not single complementary or single substitutional in innovation,but they have alternately complementary and substitutional relation. It thus expands the research of innovation organization from traditional vertical leadership to shared leadership,and then provides a new perspective for further research by shifting static view to dynamic view in shared leadership study based on leadership behaviors. For managerial practice,the research results suggest that RD team should choose and develop appropriate shared leadership behaviors over the innovation stages and the types of innovation performance they expect to improve.