ISSN 1671-3710
CN 11-4766/R
主办:中国科学院心理研究所
出版:科学出版社

心理科学进展 ›› 2021, Vol. 29 ›› Issue (2): 353-364.doi: 10.3724/SP.J.1042.2021.00353

• 研究前沿 • 上一篇    下一篇

员工授权期望的效应及其理论机制

尹奎1, 张凯丽2(), 赵景1(), 巩振兴3   

  1. 1北京科技大学经济管理学院, 北京 100083
    2华东理工大学商学院, 上海 200237
    3聊城大学商学院, 山东 聊城 252000
  • 收稿日期:2020-03-04 出版日期:2021-02-15 发布日期:2020-12-29
  • 通讯作者: 张凯丽,赵景 E-mail:zhangkailiky@126.com;zhao_sch@163.com
  • 基金资助:
    国家自然科学基金(71802019);国家自然科学基金(71801120);国家自然科学基金(71902061);国家自然科学基金(72073009);教育部社科研究青年基金项目(18YJC630230);中央高校基本科研业务费(FRF-TP-20-023A2);中央高校基本科研业务费(FRF-DF-19-008)

The effects of employee empowerment expectation: The underlying theoretical explanations

YIN Kui1, ZHANG Kaili2(), ZHAO Jing1(), GONG Zhenxing3   

  1. 1School of Economics and Management, University of Science and Technology Beijing, Beijing 100083, China
    2School of Business, East China University of Science and Technology, Shanghai 200237, China
    3School of Business, Liaocheng University, Liaocheng 252000, China
  • Received:2020-03-04 Online:2021-02-15 Published:2020-12-29
  • Contact: ZHANG Kaili,ZHAO Jing E-mail:zhangkailiky@126.com;zhao_sch@163.com

摘要:

以往对领导授权行为的研究大都以领导为中心, 探讨领导授权行为的有效性。随着追随理论的兴起, 越来越多的研究强调从员工视角探讨领导有效性。期望在组织管理中扮演重要角色, 员工授权期望是指员工形成的有关组织中的领导在权力授予方面应尽职责与义务的规范性认知。在系统梳理员工授权期望概念与测量的基础上, 分别从角色设定理论、领导分类理论、期望落差理论梳理了员工授权期望的作用效果与研究结论, 最后从基于内隐领导理论的变量测量、相关理论的机制探讨、追随理论的模型扩展、期望管理的前因探索等方面提出了未来研究的展望。

关键词: 领导授权行为, 授权期望, 角色期望, 追随理论, 期望落差理论

Abstract:

Most of previous research on empowering leader behavior has adopted a leader-centric approach to examine its effectiveness. With the arising of followership theory, more research has emphasized the importance of examining leadership effectiveness from the follower-centric approach. Expectation plays an import role in management. Employee empowerment expectation refers to a set of norms that employees perceived about the responsibilities and obligations the leader should shoulder in terms of empowering. 
Most of the existing empirical research concentrate on the effect of employee and leader empowerment fit and emphasize that employee’s leadership role expectation has a direct impact on individual behavior from the perspective of congruence. However, previous review of empowerment mainly focused on leader empowering behavior and pay little attention to employee empowerment expectation. From the perspective of the theoretical explanation of the role of employee empowerment expectation in the process of empowerment, the theories used are relatively scattered, based on which, there is a lack of systematic review of the findings and shortcomings.
The concepts, measurements and related theories involved in the effect of employee empowerment expectation were systematically reviewed. To date, the measurement of employee empowerment expectation is realized by changing the subject of measurement items, referring to Ahearne’s (2005) leadership empowerment behavior scale. Previous empirical studies have mainly explored the effect of employee empowerment expectation from the perspective of employee and leader congruence, while there is no empirical study has focused on the separate influence or formation mechanism of it. There are two type research on the congruence of employee and leader empowerment expectation: (1) The congruence of expectation and experience, which is the congruence of employee’s empowerment expectation and leader’s empowering behavior. And the measurement of leader empowering behavior is divided into employee-rated and leader self-rated. (2) evaluators congruence, such as employee self-rated and leader-rated employee empowerment expectation. In addition, from the role set theory, leader categorization theory and met expectation theory, this paper summarized the effect and research conclusions of employee empowerment expectation.
Further research can expand current research based on the congruence perspective with the help of more accurate measurement of employee empowerment expectation, or break through the existing research paradigm and recognize employee empowerment expectation as a more important separate variable based on the following theory or implicit leadership theory, as well as systematically explore its antecedents and outcomes: (1) Based on the implicit leadership theory, future research can enrich the measurement of employee empowerment expectation. (2) Drawing on the person-environment fit theory (especially the employee-leader fit), future research can explain the empowerment congruence of employee and leader, such as exploring the path of “employee and leader empowerment expectation congruence → leader relational identity→ employee proactive behavior” based on the relational identity theory. (3) Future research can discuss the main effect of employee empowerment expectation, exploring the path of “employee empowerment expectation → employee following behavior (e.g., proactive behavior) → leader empowering behavior” based on the following theory. (4) In view of the fact that employee empowerment expectation can be used as a moderator and a separate variable to influence employee’s attitude, behavior and leadership effectiveness, future research can analyze the antecedents of employee empowerment expectation. (5) Future research can discuss the antecedents and outcomes of employee empowerment expectation from the perspective of segmentation dimension.


Key words: leader empowering behavior, empowering expectation, role expectation, followership theory, met expectation theory

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