社会认同视角下谦卑型领导与员工主动性行为

Leader humble behavior and follower proactive behavior:A social identity perspective

基于社会认同理论,研究探讨了谦卑型领导对员工主动性行为的作用机制及边界条件.对78位领导和293位员工的匹配数据分析显示,谦卑型领导通过领导认同对员工主动性行为有间接的正向影响.此外,员工权力距离倾向是影响这一过程的重要边界条件.当员工权力距离倾向低时,谦卑型领导通过领导认同对员工主动性行为的积极影响会增强;反之,当员工权力距离倾向高时,这一积极影响不显著.研究从社会认同的视角为谦卑型领导的有效性及如何提高员工的主动性行为提供了理论依据和实证支持.

Drawing upon social identity theory,this study explores the underlying mechanism and boundary condition in the relationship between humble leader behavior and follower proactive behavior.Analysis of time-lagged,multi-source data from 78 team leaders and 293 followers revealed that humble leader behavior have an indirect and positive effect on follower proactive behavior through leader identification.In addition,follower power distance orientation served as an important boundary condition of this indirect effect.When follower power distance orientation is low,leader humble behavior is positively associated with leader identification,which in turn increased follower proactive behavior.Such indirect effect is not significant when follower power distance orientation was high.Theoretical and practical implications of these findings are also discussed.