科研管理

科研管理 ›› 2025, Vol. 46 ›› Issue (8): 199-208.DOI: 10.19571/j.cnki.1000-2995.2025.08.019

• 论文 • 上一篇    

员工创新行为对数字化领导的逆向影响研究

王红丽，梁翠琪，李振，陈政任，凌雪瑶   

  1. 华南理工大学工商管理学院，广东 广州510641
  • 收稿日期:2023-08-18 修回日期:2025-03-09 出版日期:2025-08-20 发布日期:2025-08-14
  • 通讯作者: 梁翠琪
  • 基金资助:
    国家自然科学基金面上项目：“人与AI创造力共舞：AI介入的创造力悖论及基于综合创造力4D模型的破解机制研究”（71872066，2023.12—2027.12）；国家自然科学基金面上项目：“矛盾视角下‘肮脏’工作从业者矛盾职业认同前因、后效及动态演化过程研究”（72172047，2021.12—2025.12）；广东省基础与应用基础研究项目：“人工智能主客观角色地位差异与人机交互协作态度的多重路径研究——基于地位感知视角”（2023A1515010718，2022.12—2025.12）。

Research on the reversal influence of employee innovative behavior on digital leadership

Wang Hongli, Liang Cuiqi, Li Zhen, Chen Zhengren, Ling Xueyao#br#   

  1. School of Business Administration, South China University of Technology, Guangzhou 510641, Guangdong, China
  • Received:2023-08-18 Revised:2025-03-09 Online:2025-08-20 Published:2025-08-14

摘要：     数字化革命不仅带动了企业转型革命，也催生了领导行为的数字化转型革命。然而，现有研究主要从“从上至下”的视角探讨数字化领导的形成机制，忽视了员工“从下至上”的逆向影响。考虑到职场员工在数字化时代更富创新更具逆向影响的趋势，员工创新行为逆向推动数字化领导将是企业应对“传统领导如何转型为数字化领导”困境的突破路径。本研究基于社会信息加工理论，对来自华南地区数字化转型企业的286份领导-员工两时点配对问卷数据进行分析。研究结果表明：（1）当领导底线心态较低时，员工创新行为会提高数字化领导水平；而当领导底线心态较高时，这一关系不显著；（2）当员工的底线心态较低时，数字化领导正向影响员工创新行为；而当员工底线心态较高时，上述关系不显著；（3）当领导和员工的底线心态均处于较低水平时，员工创新行为会推动领导者积极践行数字化领导行为，而领导者数字化领导行为的增加会进一步促使员工积极拥抱数字化并进行革新，实现组织内员工创新的“递增效应”。本研究跳出已有领导行为研究“从上至下”的惯常视角，在理论上拓展人们对数字化领导形成与影响过程的理解，在实践上为解决传统领导向数字化领导转型的困境提供思路。

关键词: 数字化领导, 员工创新行为, 底线心态, 逆向影响

Abstract:    The digital revolution not only drives the transformation revolution of enterprises, but also push the digital transformation revolution of leadership behavior. However, existing literature mainly discusses the formation mechanism of digital leadership from a "top-down" perspective, while neglect the "bottom-up" reversal influence of employees. Considering that employees in the digital age are more innovative and have potential to exert reversal influence on their supervisor, it leaves open the possibility that employee innovative behavior could improve digital leadership, which will be a breakthrough path for enterprises to deal with the dilemma of "how to transform traditional leadership into digital leadership". Based on the Social Information Processing Theory, this study conducted an analysis on 286 leader-employee two-wave pairing questionnaire obtained from enterprises with digital transformation in South China. The results showed that: (1)when leader′s bottom-line mentality is low, employee innovative behavior can improve the digital leadership; when leader′s bottom-line mentality is high, the relationship is not significant; (2) when employee′s bottom-line mentality is low, digital leadership positively influence employee innovative behavior; when employee′s bottom-line mentality is high, the relationship is not significant; (3) when both leader and employee have a low-level bottom-line mentality, employee innovative behavior would promote leader to actively conduct digital leadership behavior, and then digital leadership would further encourage employee to actively engage in innovation, thus realizing a "incremental effect" of employee innovation. Breaking away from the usual top-down perspective in existing leader behavior research, this study has theoretically expanded people′s understanding on the formation and influence process of digital leadership, and it will practically provide reference on solving the dilemma of traditional leader transforming to digital leadership.

Key words:  digital leadership, employee innovative behavior, bottomline mentality, reversal influence