谦逊型领导对员工行为的影响机制研究综述

A Review of Research on the Mechanisms of Humble Leadership’s Influence on Employee Behavior

谦逊型领导作为一种新兴的领导风格,逐渐成为领导风格领域的研究热点,但其对员工行为影响的内在机制的理论整合有限。研究突破以领导为中心的局限,系统地梳理了谦逊型领导内涵、维度、测量工具、与其相似领导的异同及影响效应的相关研究,并首次从员工自我概念视角探索谦逊型领导对员工行为的影响机制。结果表明,谦逊型领导通过自我认知和自我评价两种与自我相关的路径强化员工自我概念,最终激发员工做出与自我概念一致或自我强化的行为。研究最后指出可以进一步深入探索谦逊型领导与其他变量的交互作用及其在中国情境中的应用效果,以期为未来研究和实践提供一定的借鉴和参考价值。

As an emerging leadership style, humble leadership has gradually become a research hotspot in the field of leadership styles, but there is limited theoretical integration of the intrinsic mechanisms of its influence on employee behavior. The study breaks through the limitation of leadership-cen-te-redness and systematically comprehends relevant studies on the connotation, dimensions, measurement tools, similarities and differences of humble leadership with its similar leaders and its in-fluence effects. And for the first time, explores the mechanism of humble leadership’s influence on employee behaviors from the perspective of employee’s self-concept. The results show that humble leaders strengthen employees’ self-concept through two self-related paths: self-cognition and self- evaluation, and ultimately motivate employees to engage in self-conceptually consistent or self-reinforcing behaviors. The study concludes that the interaction of humble leadership with other variables and its effects in the Chinese context can be further explored, with a view to providing some reference value for future research and practice.