悖论式领导激发员工韧性作用机制的案例研究

Case Study on Mechanism of Paradoxical Leadership Inspiring Employee Resilience

已有研究表明悖论式领导对员工存在积极影响,但二者之间作用机制尚待探明。本文选取华为公司为单案例研究对象,通过半结构化访谈与公开资料收集数据,运用扎根理论进行编码,提炼悖论式领导与员工韧性的核心范畴并寻找之间的逻辑链条。研究结果表明:悖论式领导包含中庸价值观、率先垂范思维方式以及悖论式行为方式三个维度;员工韧性包含面对变化与压力、积极稳定情绪以及组织和情感支持三个维度;悖论式领导通过促进员工知行转变,进一步激发员工韧性;同时企业文化认同是悖论式领导激发员工韧性过程中的调节因素。本研究厘清了悖论式领导和员工韧性的研究内涵,探索了两者之间在中国情境下的内在机理,丰富了韧性理论在中国本土化的理论发展。

Some studies have shown that paradoxical leadership has a positive effect on employees,but the mechanism between the two remains to be explored.In this paper,Huawei was selected as the single case study object.Data were collected through semi-structured interviews and public data,and the grounded theory was applied to code,so as to extract the core category of paradoxical leadership and employee resilience and find the logical chain between them.The results show that paradoxical leadership includes three dimensions:the values of the mean,the thinking mode of taking the lead and the behavior mode of paradox.Employee resilience includes three dimensions:facing change and pressure,positive and stable emotions,and organizational and emotional support.Paradoxical leadership further stimulates employees'resilience by promoting the change of knowledge and action.Meanwhile,corporate cultural identity is a moderating factor in the process of paradoxical leadership stimulating employees'resilience.This study clarifies the research connotation of paradoxical leadership and employee resilience,explores the internal mechanism between them in the Chinese context,and enriches the theoretical development of resilience theory in the localization of China.