谦逊型领导与员工主动担责:角色宽度自我效能与目标导向的作用

Humble Leadership and Employee Taking Charge:The Role of Role Breadth Self-efficacy and Goal Orientation

本文基于角色宽度自我效能视角,揭示了谦逊型领导与员工主动担责之间的关系。通过对337份领导-成员配对数据进行分析表明:谦逊型领导正向影响员工主动担责;员工角色宽度自我效能对谦逊型领导的主动担责行为起中介作用;同时,员工目标导向调节谦逊型领导与主动担责之间的间接关系,相对于低绩效-接近导向,员工具有较高的绩效-接近导向时,谦逊型领导能激发员工更强的角色宽度自我效能,进而促进其主动担责行为;相对于高绩效-回避导向,员工具有较低的绩效-回避导向时,谦逊型领导能激发员工更强的角色宽度自我效能,进而促进其主动担责行为。

Based on role breadth self-efficacy theory, this study explored the relationship between humble leadership and employee taking charge. The sample includes 337 employees and 68 direct supervisors. The results show that： humble leadership has a positive relationship with employee taking charge; role breadth self efficacy mediates the impact of humble leadership on employee taking charge; employee goal orientation moderates the relationship between humble leadership and taking charge, specifically compared with low performance-approach orientation, with high performance- approach orientation, humble leadership enhances more role breadth self efficacy, and then promote taking charge; compared with high performance-avoidance orientation, with low performance-avoidance orientation, humble leadership enhances more role breadth self efficacy, and then promote taking charge.