科研管理

科研管理 ›› 2018, Vol. 39 ›› Issue (11): 88-97.

• 论文 • 上一篇    下一篇

精神型领导对员工主动变革行为的影响研究

张光磊1,周金帆1,张亚军2   

  1. 1.武汉理工大学管理学院，湖北 武汉430070;
    2.贵州财经大学工商管理学院，贵州 贵阳550025
  • 收稿日期:2017-08-28 修回日期:2018-02-09 出版日期:2018-11-20 发布日期:2018-11-26
  • 通讯作者: 张亚军
  • 基金资助:
    教育部人文社会科学研究规划基金项目：“领导幽默对团队和员工创造力的影响研究：基于情感事件理论的视角”（18YJA630149，2018.07-2020.12）；湖北省软科学研究计划：“新生代科技人才工作价值观及激励机制研究”（2017ADC134，2017.06-2018.12）；中央高校基本科研业务专项资金：“新常态下我国跨国企业的责任文化提升问题研究”（WUT161403001，2016.06-2018.12）。

Influence of spiritual leadership on employees’ active change behavior

Zhang Guanglei1，Zhou Jinfan1，Zhang Yajun2   

  1. 1. School of Management, Wuhan University of Technology, Wuhan 430070, Hubei, China;
    2. School of Business Administration, Guizhou University of Finance and Economics, Guiyang 550025, Guizhou, China
  • Received:2017-08-28 Revised:2018-02-09 Online:2018-11-20 Published:2018-11-26

摘要： 主动变革行为是员工促进组织功能性变革的建设性行为，是一种积极主动的组织公民行为，本研究基于社会认同理论探索了中国情境下精神型领导与主动变革行为的关系。来自38个中小科技型企业中58个研发团队的229名研发人员与其团队领导的匹配数据发现，精神型领导可通过影响组织内员工内部人身份感知对其主动变革行为产生间接作用，并且该作用大小受到组织内关系人力资源管理实践与员工角色宽度自我效能的影响。结果表明当关系人力资源管理实践程度低，角色宽度自我效能水平较高时，间接作用显著，即组织内员工最有可能从事主动变革行为，跨层次双阶段被调节的中介作用得到验证，该研究结论具有积极的理论价值及实践意义。

关键词: 精神型领导, 主动变革行为, 内部人身份感知, 关系人力资源管理实践, 角色宽度, 自我效能

Abstract: The employees' taking change is the constructive action to promote organizational functional change, and is a voluntary and active organizational citizenship behavior. Based on social identity theory, the study explored the influence mechanism of spiritual leadership on employees’ taking charge in the Chinese context. Data were collected from 229 R&D employees and their superiors (58 R&D teams) in 38 small and medium-sized science and technology enterprises. The study found that spiritual leadership can indirectly affect employees’ taking charge through their perceived inside status, and the indirect effect depends on guanxi human resource management practices and their own level of role breadth self-efficacy. And results show that when the guanxi human resource management practices is low and the role breadth self-efficacy level is higher, the indirect effect is significant, and employees are most likely to engage in taking charge. The dual-stage moderated mediation model has been validated. This study not only extends the existing theoretical research, but also provides effective guidance for the organization's management practice.