剥削型领导对研发人员创新行为的“双刃”效应:一项经验取样的日志研究

The“Double-edged”Effect of Exploitative Leadership on R&D Employee Innovative Behavior:An Empirical Sampling Diary Research

作为典型的负面领导风格,剥削型领导对员工的消极影响已引起学界重视,但既有研究难以对实践中剥削型领导下的员工创新现象进行合理解释。本研究认为,剥削型领导的效应具有两面性,基于自我损耗理论和社会认知理论,从正反两条路径提出剥削型领导对研发人员创新行为的作用机制。依据日记研究和体验抽样方法,对江苏省某地级市多家高新技术企业的研发人员进行连续10个工作日的调查,运用Mplus的“TWOLEVEL RANDOM”模型对研究假设进行实证检验,结果表明:剥削型领导对研发人员的情绪耗竭与自我效能感均具有显著影响,继而作用于创新行为;组织支持感显著调节剥削型领导对情绪耗竭与自我效能感的作用,并进一步调节剥削型领导影响研发人员创新行为的过程。

As a typical negative leadership style,the adverse impact of exploitative leadership on employees has attracted much attention in academic community.However,it is difficult to explain the phenomenon of employee innovation under exploitative leadership context in practice.This study argues that exploitative leadership has a two-sided effect.Based on the ego depletion theory and the social cognitive theory,it proposes that exploitative leadership has both positive and negative effects on R&D employee innovative behavior.Diary research and empirical sampling method are used to investigate R&D employees from the prefecture-level high-tech enterprises in Jiangsu Province for 10 consecutive working days.The hypotheses are tested by using“TWOLEVEL RANDOM”model.The findings of the study are as follows:exploitative leadership has a significant effect on both emotional exhaustion and self-efficacy,and further affects R&D employee innovative behavior.Organizational support significantly moderate the effects of exploitative leadership on both emotional exhaustion and self-efficacy,and further moderates the relationship between exploitative leadership and R&D employee innovative behavior.