化被动为主动:共享型领导对员工主动变革行为的影响及作用机制研究

From passive to active:The effect of shared leadership on employee taking charge behavior and its mechanisms

如何让员工将其工作角色外的行为,如主动变革行为,视为其角色内的行为越来越受到学者和管理者的关注。主动变革行为是指个体通过自愿的和建设性的努力来影响组织功能改变的行为,属于一种挑战性的组织公民行为。尽管以往研究对员工主动变革行为的影响因素进行了一些探讨,但主要聚焦于正式垂直领导和个体因素,鲜有研究关注团队情景因素对其的作用效果。通过问卷调查法,以69个部门和262名员工的配对数据为样本,本研究考察了共享型领导对员工主动变革行为的影响及作用机制。跨层次分析结果表明:(1)共享型领导对员工主动变革行为有积极影响;(2)主动变革行为的角色定义与和谐工作激情会分别中介共享型领导与员工主动变革行为之间的关系;(3)领导-成员交换质量会分别调节共享型领导与员工角色宽度自我效能与和谐工作激情之间的关系,领导-成员交换质量越高,共享型领导对员工角色宽度自我效能与和谐工作激情的积极作用越显著;(4)领导-成员交换质量会调节共享型领导通过角色宽度自我效能对员工主动变革行为的间接作用,领导-成员交换质量越高,这一间接作用越显著。

Ways in which employees can be taught to think of their extra-role behaviors as their in-role behaviors,such as the active initiation of taking charge behavior,has attracted more and more attention from scholars and managers in recent years.Although the current body of research has already discussed the drivers of employees'taking charge behavior,it mainly focuses on the impact of formal vertical leadership and employees’own character quirks,in turn giving less attention to the role of team dynamics in initiating the taking charge behavior.To analyze the aforementioned theoretical problem,this study primarily examines the impact of shared leadership on employee initiation of taking charge behavior by assessing factors that drive employee initiative(including self-efficacy within the boundaries of a role,effective definition of a role,and passion for harmonious work),and the intermediary role these factors play in mediating active taking charge behavior.Finally,the quality of formal leader-member exchange and its role in regulating shared leadership and employee proactive motivation is examined.In order to avoid common bias in methodology,paired data of 69 team leaders and 262 employees was used as a research sample.Specifically,employees assessed shared leadership,self-efficacy within the boundaries of a role,effective definition of a role,passion for harmonious work,and the quality of leader-member exchange,while their superiors assessed employees’initiation of taking charge behavior.First,the discriminant validity of the main research variables was evaluated using a structural equation model and AMOS 17.0.Second,descriptive statistical analysis of the main research variables was performed using SPSS 18.0.Finally,the proposed hypothesis was tested using HLM 6.0,R programming,a multi-layered linear model,and the bootstrap method.Consistent with the proposed hypothesis,cross-level analysis results show that:(1)Shared leadership has a significant positive impact on employees’initiation of taking charge behavior;(2)Effective definition of a role and passion for harmonious work mediate the relationship between shared leadership and employee initiation of taking charge behaviors;(3)The quality of leader-member exchange regulates the relationship between shared leadership,employee self-efficacy within the boundaries of a role,and passion for harmonious work.The higher the quality of leader-member exchange,the greater the breadth of shared leadership over employee roles,and the greater the influence of self-efficacy and passion for harmonious work;(4)The quality of leader-member exchange regulates the indirect effects of shared leadership and self-efficacy on employee initiation of taking charge behavior;the higher the quality of leader-member exchange,the more remarkable the effect.The theoretical contribution of this research is reflected in the following aspects.First,because previous research into the drivers of employees’taking charge behavior mainly focused on formal vertical leadership and employee character quirks,the first theoretical contribution of this research is to explore the informal leadership of a shared leadership team as a driver of this behavior.The second contribution of this study is to explore the mediating effect of different motivators of initiative on shared leadership and employee initiation of taking charge behavior–including self-efficacy within the boundaries of a role,effective definition of a role,and passion for harmonious work–based on self-determination theory.Finally,this study also examines,from a formal leadership perspective,the role of leader-member exchange quality in regulating the relationship between shared leadership and employee initiation of taking charge behaviors.Finally,this study provides some management practice implications for how shared leadership affects employees'taking charge behavior.The results of the study show that shared leadership can enhance employees’proactive motivation to take initiative,and that the more active the external leadership support,the stronger the employees’proactive motivation to demonstrate taking charge behaviors.Enterprises can implement shared leadership and improve the support behavior of formal leaders to motivate employees towards initiating taking charge behaviors.