“真伪性”视角下的谦逊领导行为: 双刃剑效应和转化机制

doi:10.3724/SP.J.1042.2023.00570

摘要/Abstract

摘要： 本文突破了以往研究过于聚焦谦逊领导积极效应的局限, 从领导者谦逊行为动机出发, 认为领导的谦逊表达实际上存在两种动机：真心实意的内在特质表达或逢场作戏的自我展现策略, 其领导有效性存在差异。基于上述思路, 本文以谦逊领导的“真伪性”辨析为核心, 构建谦逊领导积极效应、消极效应和转化机制模型。具体而言, 首先从“下属应对”视角, 构建真实性领导谦逊下的员工发展策略模型, 和策略性领导谦逊下的员工生存策略模型与迎合策略模型; 其次, 从“组织转化”视角, 揭示策略性领导谦逊的个人层面形成机制与组织层面干预机制。研究成果将丰富谦逊领导理论研究版图, 为大变局背景下发挥谦逊领导独特效用、将管理“伪君子”现象“化虚为实”提供组织应对思路。

关键词: 真实性领导谦逊, 策略性领导谦逊, 下属应对机制, 转化机制

Abstract: Leader humility is a new leadership style that emerging at the VUCA era, which received highly praised in academia and practitioner as being regarded as the "panacea" of organizational management. However, some leaders regard humility as the "workplace protection" and behave in humble ways deliberately, in order to meet the social norms and achieve self-interest. In fact, the phenomenon of "hypocrites" is very common in the workplace, which has negative impact on organization development, e.g. damaging the relationship between superiors and subordinates, and inducing organizational deviation. However, prior studies overwhelmingly focused on the positive effects of leader humility, which may neglect the implicit behavioral motivation of leader's humble expression and the potential dark-side effect of leader humility. Hence, in post-pandemic era, does employees more sensitive to the behavioral motivation of leadership? Does authentic humble leadership more effective to shaping resilient organizations? Does the strategic humble leader effective in workplace? How to break the shackles of strategic leadership? The above questions have not yet been fully explored in current research.
Moving beyond the general positive effect, this research recognized two distinct motivations that actually exist behind the expressed humility: the authentic expression of internal trait or self-expression strategy of self-interesting, which may have different effectiveness. Drawing from the distinguish of authentic or strategic of leader humility, this study develops positive effect model of authentic leader humility, negative effect model of strategic leader humility, and conversion effect model of strategic leader humility. Specifically, from the “follower reaction” perspective, study 1 investigates how employee respond to leader's authentic humble behavior. Based on the resource conservation theory, this study develops a developing strategy model for employees and explores the psychological mechanism and boundary condition of improving employee resilience. Study 2 investigates how employee respond to leader's strategic humble behavior. Based on supervisor-subordinate value consistency model, this study develops the survival strategy model and ingratiate strategy model for employees, and explores the cognitive and behavioral process employees adopt under different degree of value consistence. From the “leader conversion” perspective, study 3 further reveals the formation mechanism of strategic leader humility at the individual level, and verifies the intervention mechanism of strategic leader humility at the organizational level.
In all, this research aims to reveal the profile of the study of leader humility. Through the essential exploration of the "authenticity" of leader expressed humility, this study deepens the dialectical understanding of the connotation of leader humility theory and the different effectiveness of humble leadership. In this way, from the perspectives of subordinate response and leadership transformation, this research comprehensively explores the positive effects of authentic leader humility, the negative effects of strategic leader humility and the transformation mechanism of strategic leader humility. The current study contributes to expand the understanding of leader humility theory, as well as provides potential directions for managers to fully stimulate authentic effectiveness of leader humility, and help to reduce the negative effect of strategic humility in the era of post-pandemic.

Key words: authentic leader humility, strategic leader humility, follower reaction, conversion mechanism

中图分类号:

B849: C933

李洁, 张真真, 梁巧转, 李根强. (2023). “真伪性”视角下的谦逊领导行为: 双刃剑效应和转化机制. 心理科学进展 , 31(4), 570-581.

LI Jie, ZHANG Zhenzhen, LIANG Qiaozhuan, LI Genqiang. (2023). The conversion mechanism and double-edged sword effect of expressed leader humility from the perspective of leader authenticity. Advances in Psychological Science, 31(4), 570-581.

参考文献

[1] 邓志华, 肖小虹. (2018). 谦卑型领导对团队跨界行为的影响: 团队过程与团队氛围的不同作用.预测, 37(4), 46-52.
[2] 段锦云, 黄彩云. (2013). 个人权力感对进谏行为的影响机制: 权力认知的视角.心理学报, 49(2), 217-230.
[3] 胡冬青, 顾琴轩. (2022). 团队权力距离和集体主义对团队创造力影响:基于共享领导视角.管理评论, 34(5), 167-175.
[4] 胡金生, 黄希庭. (2009). 自谦: 中国人一种重要的行事风格初探.心理学报, 41(9), 842-852.
[5] 姜平, 张丽华. (2021). 委屈可以求全吗?自我表现视角下职场排斥对个体绩效的影响机制.心理学报, 53(4), 400-412.
[6] 李根强, 孟勇, 刘人境. (2019). 发展型人力资源管理实践对工作绩效的影响: 人-组织匹配和职业承诺的作用.科研管理, 40(9), 199-210.
[7] 廖建桥, 赵君, 张永军. (2010). 权力距离对中国领导行为的影响研究.管理学报, 7(7), 988-992.
[8] 刘美玉, 王季. (2020). 谦逊领导如何影响员工创造力? ——员工归因和心理安全的双重视角.经济管理, 42(3), 102-116.
[9] 买热巴·买买提, 李野. (2018). 服务型领导与员工创造力——基于对领导者真诚性感知调节的研究. 经济管理, 40(11), 88-103.
[10] 毛江华. (2017). 理性选择视角下领导谦逊行为的概念、成因及其影响效应研究 (硕士学位论文). 华中科技大学, 武汉.
[11] 毛江华, 廖建桥, 韩翼, 刘文兴. (2017). 谦逊领导的影响机制和效应: 一个人际关系视角.心理学报, 49(9), 1219-1233.
[12] 王震, 龙昱帆, 彭坚. (2019). 积极领导的消极效应: 研究主题、分析视角和理论机制.心理科学进展, 27(6), 1123-1140.
[13] 燕国材. (2010). 论谦虚心与学习.上海教育科研, (10), 52-54.
[14] 胥彦, 李超平. (2018). 服务型领导如何影响员工建言——领导信任和消极归因的作用.中国人力资源开发, 35(12), 6-17.
[15] 张晓怿, 高记, 王云峰. (2020). 组织公正氛围的理论机制、研究视角及研究框架.心理科学进展, 28(2), 340-357.
[16] 诸彦含, 赵玉兰, 周意勇, 吴江. (2019). 组织中的韧性: 基于心理路径和系统路径的保护性资源建构.心理科学进展, 27(2), 357-369.
[17] Alvesson, M., & Einola, K. (2019). Warning for excessive positivity: Authentic leadership and other traps in leadership studies.The Leadership Quarterly, 30(4), 383-395.
[18] Anderson C., John O. P., & Keltner D. (2012). The personal sense of power.Journal of Personality, 80(2), 313-344.
[19] Anicich E.M., Fast N. J., Halevy N., & Galinsky A.D. (2016). When the bases of social hierarchy collide: Power without status drives interpersonal conflict.Organization Science, 27(1), 123-140.
[20] Bharanitharan K., Chen Z. X., Bahmannia S., & Lowe K. B. (2020). Is leader humility a friend or foe, or both? An attachment theory lens on leader humility and its contradictory outcomes.Journal of Business Ethics, 160(3), 729-743.
[21] Carnevale J. B., Huang L., & Paterson T. (2019). LMX- differentiation strengthens the prosocial consequences of leader humility: An identification and social exchange perspective. [J]ournal of Business Research, 96, 287-296.
[22] Chen C., Feng J., Liu X., & Yao J. (2021). Leader humility, team job crafting and team creativity: The moderating role of leader-leader exchange.Human Resource Management Journal, 30(1), 326-340.
[23] Cheng K., Wei F., & Lin Y. (2019). The trickle-down effect of responsible leadership on unethical pro-organizational behavior: The moderating role of leader-follower value congruence. Journal of Business Research, 102, 34-43.
[24] Cheung M., Peng K. Z., & Wong C. S. (2014). Supervisor attribution of subordinates' organizational citizenship behavior motives.Journal of Managerial Psychology, 29(8), 922-937.
[25] Darby K. P., Castro L., Wasserman E. A., & Sloutsky V. M. (2018). Cognitive flexibility and memory in pigeons, human children, and adults.Cognition, 177, 30-40.
[26] Guo Q., Liu W., Zhou K., & Mao J. (2020). Leader humility and employee organizational deviance: The role of sense of power and organizational identification.Leadership & Organization Development Journal, 41(3), 463-479.
[27] Hareli, S., & Rafaeli, A. (2008). Emotion cycles: On the social influence of emotion in organizations. In A. Brief & B. M. Staw (Eds.), Selected paper on research in organizational behavior, (Vol. 28, pp.35-59). Greenwich, GT: JAI.
[28] He, P., & Wei, F. (2020). How and when does leader behavioral integrity influence employee voice? The roles of team independence climate and corporate ethical values. Journal of Business Ethics, 166(3), 505-521.
[29] Hewlin P. F., Dumas T. L., & Burnett M. F. (2017). To thine own self be true? Facades of conformity, values incongruence, and the moderating impact of leader integrity.Academy of Management Journal, 60(1), 178-199.
[30] Hobfoll S. E., Halbesleben J., Neveu J. P., & Westman M. (2018). Conservation of resources in the organizational context: The reality of resources and their consequences.Annual Review of Organizational Psychology & Organizational Behavior, 5(1), 103-128.
[31] Hu J., Erdogan B., Jiang K., Bauer T. N., & Liu S. (2018). Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance.Journal of Applied Psychology, 103(3), 313-323.
[32] Huhtala M., Fadjukoff P., & Kroger J. (2021). Managers as moral leaders: Moral identity processes in the context of work.Journal of Business Ethics, 172(4), 639-652.
[33] Hunter S. T., Cushenbery L. D., & Jayne B. (2017). Why dual leaders will drive innovation: Resolving the exploration and exploitation dilemma with a conservation of resources solution.Journal of Organizational Behavior, 38(8), 1-13.
[34] Johnson, H. H., & Umphress, E. E. (2018). To help my supervisor: Identification, moral identity, and unethical pro-supervisor behavior.Journal of Business Ethics, 159(2), 519-534.
[35] Kahn. W. (1990). Psychological conditions of personal engagement and disengagement at work.The Academy of Management Journal, 33(4), 692-724.
[36] Kim T. H., Lee S. S., Oh J., & Lee S. (2019). Too powerless to speak up: Effects of social rejection on sense of power and employee voice.Journal of Applied Social Psychology, 49(10), 655-667.
[37] Kim J. K., Jeffery A. LePine, J. A., & Jae Chun, J. U. (2018). Stuck between a rock and a hard place: Contrasting upward and downward effects of leaders' ingratiation.Personnel Psychology, 71(4), 495-518.
[38] Kirkman B. L., Chen G., Farh J. L., Chen Z. X., & Lowe K. B. (2009). Individual power distance orientation and follower reactions to transformational leaders: A cross- level, cross-cultural examination.Academy of Management Journal, 52(4), 744-764.
[39] Kuntz J., Malinen S., & Näswall K. (2017). Employee resilience: Directions for resilience development.Consulting Psychology Journal Practice & Research, 69(3), 223-242.
[40] Kuntz J. R. C., Näswall K., & Malinen S. (2016). Resilient employees in resilient organizations: Flourishing beyond adversity. Industrial & Organizational Psychology, 9(2), 456-462.
[41] Lau D. C., Liu J., & Fu P. P. (2007). Feeling trusted by business leaders in China: Antecedents and the mediating role of value congruence.Asia Pacific Journal of Management, 24(3), 321-340.
[42] Li J., Liang Q., Zhang Z., & Wang X. (2018). Leader humility and constructive voice behavior in China: A dual process model.International Journal of Manpower, 39(6), 840-854.
[43] Lin X., Chen Z. X., Tse H. H. M., Wei W., & Ma C. (2019). Why and when employees like to speak up more under humble leaders? The roles of personal sense of power and power distance.Journal of Business Ethics, 158(4), 937-950.
[44] Mao J., Chiu C. Y., Owens B. P., & Liao J. (2019). Growing followers: Exploring the effects of leader humility on follower self-expansion, self‐efficacy, and performance.Journal of Management Studies, 56(2), 343-371.
[45] Morris J. A., Brotheridge C. M., & Urbanski J. C. (2005). Bringing humility to leadership: Antecedents and consequences of leader humility.Human Relations, 58(10), 1323-1350.
[46] Nielsen, R., & Marrone, J. A. (2018). Humility: Our current understanding of the construct and its role in organizations. International Journal of Management Reviews, 20(4), 805-824.
[47] Oc B., Bashshur M. R., Daniels M. A., Greguras G. J., & Diefendorff J. M. (2015). Leader humility in Singapore.The Leadership Quarterly, 26(1), 68-80.
[48] Oc B., Daniels M. A., Diefendorff J. M., Bashshur M. R., & Greguras G. J. (2020). Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity. Organizational Behavior and Human Decision Processes, 158, 112-125.
[49] Owens, B. P., & Hekman, D. R. (2012). Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes.Academy of Management Journal, 55(4), 787-818.
[50] Owens, B. P., & Hekman, D. R. (2016). How Does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus.Academy of Management Journal, 59(3), 1088-1111.
[51] Owens, B. P, Johnson, M. D., & Mitchell, T. R. (2013). Expressed humility in organizations: Implications for performance, teams, and leadership.Organization Science, 24(5), 1517-538.
[52] Owens B. P., Wallace A. S., & Waldman D. A. (2015). Leader narcissism and follower outcomes: The counterbalancing effect of leader humility.Journal of Applied Psychology, 100(4), 1203-1213.
[53] Prayag G., Spector S., Orchiston C., & Chowdhury M. (2019). Psychological resilience, organizational resilience and life satisfaction in tourism firms: Insights from the Canterbury earthquakes.Current Issues in Tourism, 23(10), 1216-1233.
[54] Qin X., Chen C., Yam K. C., Huang M., & Ju D. (2020). The double-edged sword of leader humility: Investigating when and why leader humility promotes versus inhibits subordinate deviance.Journal of Applied Psychology, 105(7), 693-712.
[55] Rego A., Owens B., Yam K. C., Bluhm D., Cunha M. P., Silard A., ... Liu W. (2019). Leader humility and team performance: Exploring the mediating mechanisms of team psychological capital and task allocation effectiveness.Journal of Management, 45(3), 1-25.
[56] Sezer O., Gino F., & Norton M. I. (2018). Humblebragging: A distinct-and ineffective-self-presentation strategy.Journal of Personality and Social Psychology, 114(1), 52-74.
[57] Seitz, S. R., & Owens, B. P. (2021). Transformable? A multi-dimensional exploration of transformational leadership and follower implicit person theories.European Journal of Work and Organizational Psychology, 30(1), 95-109.
[58] Simons T., Leroy H., Collewaert V., & Masschelein S. (2015). How leader alignment of words and deeds affects followers: A meta-analysis of behavioral integrity research.Journal of Business Ethics, 132(4), 831-844.
[59] Sugiura, T. (2000). Developmental change in the relation between two affiliation motives and interpersonal alienation.The Japanese Journal of Educational Psychology, 48(3), 361-371.
[60] Vogelgesang G. R., Crossley C., Simons T., & Avolio B. J. (2020). Behavioral integrity: Examining the effects of trust velocity and psychological contract breach.Journal of Business Ethics, 172(10), 175-190.
[61] Wang X., Li H., & Yin H. (2020). Antecedents and Consequences of creativity in teams: When and how leader humility promotes performance via team creativity.Journal of Creative Behavior, 54(4), 843-856.
[62] Xu, S. (2019). A Review of the effectiveness and boundary conditions of leader humility.Journal of Service Science and Management, 12(2), 234-245.
[63] Yang K., Zhou L., Wang Z., Lin C., & Luo Z. (2019). The dark side of expressed humility for non-humble leaders: A conservation of resources perspective.Frontier Psychology, 10, 1858-1869.
[64] Yu, L., & Duffy, M. K. (2021). The whiplash effect: The (moderating) role of attributed motives in emotional and behavioral reactions to abusive supervision.Journal of Applied Psychology, 106(5), 754-773.
[65] Zhu Y., Zhang S., & Shen Y. (2019). Humble Leadership and employee resilience: Exploring the mediating mechanism of work-related promotion focus and perceived insider identity.Frontiers Psychology, 10, 673-682.