家长式领导、跨界活动与团队成员创造力:基于我国国有企业的实证研究

Paternalistic Leadership,Team Trans-Boundary Activities and Team Members' Creativity: An Empirical Study Based on the Chinese State-Owned Enterprise

文章以我国多家国有企业为研究样本,探讨家长式领导中仁慈领导、德行领导和威权领导三种领导类型对团队成员创造力的直接影响、交互影响和中介机制。研究结果表明,仁慈领导和德行领导对团队成员创造力有显著的正向影响,威权领导对团队成员创造力有显著的负向影响;仁慈领导和威权领导、德行领导和威权领导两组领导组合对团队成员创造力有显著的正向交互影响,仁慈领导和德行领导组合对团队成员创造力有显著的负向交互影响;跨界活动分别在仁慈领导、德行领导和威权领导对团队成员创造力影响中起着中介作用。这些研究结论可为实践中如何有效发挥家长式领导效能和提升团队成员创造力提供有益启示。

This paper investigates the direct influence, interaction and mediation mechanism of three leadership styles of paternalistic leadership, including benevolent leadership, moral leadership and authoritarian leadership, on team members＇ creativity. Using the several Chinese state-owned enterprises as samples, it is found that the benevolent leadership or moral leadership has significantly positive effect on team members＇ creativity, while the authoritarian leadership has a significantly negative effect on team members＇ creativity. Moreover, it shows that the two leadership groups （benevolent leadership and authoritarian leadership, moral leadership and authoritarian leadership） have significantly positive interaction effects on team members＇ creativity, but the interaction between benevolent leadership and moral leadership has a significantly negative effect on team members＇ creativity. In addition, it is found that trans-boundary activities of a team play a mediator role in the associations between team members＇ creativity and benevolent leadership, and moral leadership, and anthoritarian leadership, respectively. These conclusions could provide useful management references about how to effectively perform paternalistic leadership and enhance the creativity of team members＇ in practice.