领导权力分享对个体创意倡导的双刃剑效应研究

An Investigation on the“Double Edged Sward”Effect of Leader's Power Sharing on Individual Idea Championing

创新对当代组织的生存和发展至关重要,它一般包括创意生成和创意推行两个阶段。已有研究更集中于探讨如何促进创意的产生,对创意推行的研究却相对匮乏。创意倡导是对新颖想法的积极推广,被认为是创新推行的关键。促进个体的创意倡导是推行创新的有效举措,然而理论和实践较少关注如何促进个体的创意倡导。基于工作要求-资源模型,探讨领导权力分享对个体创意倡导的影响,提出领导权力分享对个体创意倡导同时存在增益效应和损耗效应,在二者之间构建非线性的理论模型,进一步考察个体创新效能感在其中的调节作用。收集一家IT教育科技企业的62个团队共291名个体的问卷数据,使用HLM 7.0进行跨层次的层级回归方法检验领导权力分享对个体创意倡导的影响以及个体创新效能感的调节作用。研究结果表明,领导权力分享与个体创新倡导之间存在倒U形关系,即当领导权力分享处于适中水平时,个体有最多的创意倡导行为。个体创新效能感在领导权力分享与个体创新倡导的关系中起调节作用,即当个体创新效能感较低时,领导权力分享与个体创意倡导之间呈倒U形关系;而当个体创新效能感较高时,领导权力分享与个体创意倡导之间呈正向的线性关系。从领导权力分享角度探讨创意倡导的前置因素,是对创新研究的一个有益补充。基于工作要求-资源模型分析领导权力分享的双刃剑效应,拓展了对领导力影响的认识。从实践意义上,研究结果启示管理者在促进个体创意倡导时,要警惕过度领导权力分享的消极作用,并且提高个体的创新效能感。

Innovation is very crucial to the survival and development of organizations,which generally consists of two stages： idea generation and innovation implementation. However,the extent study focuses more on how to trigger more creativity,and scant attention has been paid to idea implementation. Idea championing is the active promotion of creative ideas,and vital for innovation implementation. Though boosting employee idea championing behaviors is effective for implementing innovative ideas,how to boost employee idea championing behaviors still remains less explored both theoretically and empirically.Drawing on Job Demand-Resource model,this study investigated the impact of leader＇ s power sharing on employee idea championing,and proposed the non-linear relationship between the both,for leader＇s power sharing can not only produce the gain effect but also elicit loss effect for employee idea championing. Furthermore,this study explores the moderating effect of creative self-efficacy in the relationship between leader＇s power sharing and employee idea championing. Using data from 291 employees in 62 work teams from a IT training and service company,this study empirically tested the relationship between leader＇ s power sharing and employee idea championing,as well as the moderating effect of creative self-efficacy by the method of hierarchical multiple regression in HLM.The results showed that there is a U-shaped relationship between team leader＇s power sharing and individual idea championing,that is,employees will engage in more idea championing behaviors at the mediate levels of leader＇s power sharing behaviors than the lower levels and high levels of leader＇s power sharing. Moreover,employee creative self-efficacy moderates such a relationship,that is,the U-shaped relationship exists when the employee has low creative self-efficacy,while for those high in creative self-efficacy,the relationship between leader＇s power sharing and individual idea championing is linearly positive.This paper contributes to several streams of literature. First,it is a beneficial complement for innovation literature by investigating the determinant of employee idea championing from the perspective of leader＇s power sharing. Second,according to job demand-resource model,the paper explored the＂double edged sward＂effect of leader＇s power sharing on employee idea championing behaviors,which can expand the understanding of the effectiveness of leadership. Finally,these findings provide implications for management and human resource practice. In order to promoting employee idea championing behavior,managers should take care to maintain reasonable power sharing level,and pay attention to enhance employee creativity self-efficacy.