心理科学进展 ›› 2025, Vol. 33 ›› Issue (1): 25-41.doi: 10.3724/SP.J.1042.2025.0025
收稿日期:
2024-03-22
出版日期:
2025-01-15
发布日期:
2024-10-28
通讯作者:
卢俊阳, E-mail: juntaiyang628@126.com基金资助:
LIU Geng1, HAN Yi2, LU Junyang3()
Received:
2024-03-22
Online:
2025-01-15
Published:
2024-10-28
摘要:
面对错综复杂和快速变化的商业环境, 组织要想做出快速响应, 领导者的有效倾听显得非常重要。通过文献综述发现, 现有研究尚未对领导倾听的概念形成统一界定, 且理论视角和研究层次较为单一, 这不利于我们深入理解领导倾听的内涵及其多层次效应。事实上, 作为一种领导行为, 领导倾听不仅会对领导者自身产生影响, 而且会给团队及其下属带来影响。因此, 本研究基于二元互动情境, 从沟通信息和支持员工两方面对领导倾听的内涵进行探索性研究, 并从领导力效能的评价对象(领导者、团队、员工)出发, 结合多层次、多理论、多研究方法的全景研究范式逐步揭示领导倾听对不同对象的不同效应、黑箱机制及边界条件。本研究不仅开拓了倾听研究的新思路和新视角, 而且为企业增强领导倾听的积极效能提供了管理启示。
中图分类号:
刘庚, 韩翼, 卢俊阳. (2025). 领导倾听内涵及其多层次效应. 心理科学进展 , 33(1), 25-41.
LIU Geng, HAN Yi, LU Junyang. (2025). The connotation and multi-level effect of leader listening. Advances in Psychological Science, 33(1), 25-41.
视角 | 概念 | 学者(年份) |
---|---|---|
过程 | 听、理解、记忆、解释、评价和回应的过程。 | Brownell, |
在人际环境中对信息的获取、处理和保留的过程。 | Bostrom, | |
一种信息加工过程, 涉及信息选择、组织和整合的认知活动。 | Bodie et al., | |
行为 | 倾听者支持表达者自我表达的非语言和有限语言的行为。 | Pasupathi & Billitteri, |
倾听者表现出的对表达者的关注、理解和善意的行为。 | Castro et al., | |
一种能够满足追随者能力、关系和自主性的自我决定需求的特定行为。 | Yip & Fisher, | |
感知 | 是一种积极表达接受追随者意见和建议的方式, 强调员工的主观感知。 | Lloyd et al., |
表达者对倾听者接受、理解和适当回应其需求的主观且全面评价的程度。 | Schroeder, | |
表达者感受到的倾听者对信息的注意和理解程度以及对表达者的支持和合作程度。 | Lipetz et al., |
表1 倾听的定义
视角 | 概念 | 学者(年份) |
---|---|---|
过程 | 听、理解、记忆、解释、评价和回应的过程。 | Brownell, |
在人际环境中对信息的获取、处理和保留的过程。 | Bostrom, | |
一种信息加工过程, 涉及信息选择、组织和整合的认知活动。 | Bodie et al., | |
行为 | 倾听者支持表达者自我表达的非语言和有限语言的行为。 | Pasupathi & Billitteri, |
倾听者表现出的对表达者的关注、理解和善意的行为。 | Castro et al., | |
一种能够满足追随者能力、关系和自主性的自我决定需求的特定行为。 | Yip & Fisher, | |
感知 | 是一种积极表达接受追随者意见和建议的方式, 强调员工的主观感知。 | Lloyd et al., |
表达者对倾听者接受、理解和适当回应其需求的主观且全面评价的程度。 | Schroeder, | |
表达者感受到的倾听者对信息的注意和理解程度以及对表达者的支持和合作程度。 | Lipetz et al., |
相关概念 | 概念界定 | 行为内容 | 行为方向 | 信息传 递方向 | 代表性研究 |
---|---|---|---|---|---|
领导纳谏 Leader Voice Taking | 领导者对员工建言的接受、认可和执行等支持性回应。 | 信息 | 领导者→员工 | 自下 而上 | Burris, 韩翼 等, |
领导反馈寻求 Leader Feedback-seeking | 领导者积极主动寻求组织中有价值的信息以实现个体和组织目标的一种主动性行为。 | 信息 | 领导者→组织成员 | 多向 | Ashford & Tsui, |
领导被“逆向指导” Reverse Mentoring | 领导主动向其直系下属咨询信息或寻求建议的行为。 | 信息 | 领导者→员工 | 自下 而上 | Murphy, 吕鸿江 等, |
领导支持 Leader Support | 领导者对追随者的重视和关心程度, 体现在对追随者的价值认可以及帮助追随者解决问题或困难。 | 信息和情感 | 领导者→员工 | 自上 而下 | Wu & Parker, 祝振兵 等, |
表2 领导倾听与相近概念的比较
相关概念 | 概念界定 | 行为内容 | 行为方向 | 信息传 递方向 | 代表性研究 |
---|---|---|---|---|---|
领导纳谏 Leader Voice Taking | 领导者对员工建言的接受、认可和执行等支持性回应。 | 信息 | 领导者→员工 | 自下 而上 | Burris, 韩翼 等, |
领导反馈寻求 Leader Feedback-seeking | 领导者积极主动寻求组织中有价值的信息以实现个体和组织目标的一种主动性行为。 | 信息 | 领导者→组织成员 | 多向 | Ashford & Tsui, |
领导被“逆向指导” Reverse Mentoring | 领导主动向其直系下属咨询信息或寻求建议的行为。 | 信息 | 领导者→员工 | 自下 而上 | Murphy, 吕鸿江 等, |
领导支持 Leader Support | 领导者对追随者的重视和关心程度, 体现在对追随者的价值认可以及帮助追随者解决问题或困难。 | 信息和情感 | 领导者→员工 | 自上 而下 | Wu & Parker, 祝振兵 等, |
行为焦点 | 维度命名 | 示例题项 |
---|---|---|
事(信息) | 任务性倾听 (沟通信息:领导者从员工那里接收到信息, 并给予关注、理解和回应) | 一般来说, 当我的领导听我说话时, 他会…… 1. 对我所说的话和表达的信息很感兴趣。 |
2. 理解我所说的话和表达的信息。 | ||
3. 与我交流, 并对我表达的信息给予回应和反馈。 | ||
…… | ||
人(员工) | 关系性倾听 (支持员工:领导者对员工给予的情感支持、尊重支持和关心) | 一般来说, 当我的领导听我说话时, 他会…… 1. 理解我的感受, 并给予我鼓励。 |
2. 认真听我讲完, 不打断我, 也不评判我。 | ||
3. 关心我, 接受真实的我。 | ||
…… |
表3 领导倾听的维度与示例题项
行为焦点 | 维度命名 | 示例题项 |
---|---|---|
事(信息) | 任务性倾听 (沟通信息:领导者从员工那里接收到信息, 并给予关注、理解和回应) | 一般来说, 当我的领导听我说话时, 他会…… 1. 对我所说的话和表达的信息很感兴趣。 |
2. 理解我所说的话和表达的信息。 | ||
3. 与我交流, 并对我表达的信息给予回应和反馈。 | ||
…… | ||
人(员工) | 关系性倾听 (支持员工:领导者对员工给予的情感支持、尊重支持和关心) | 一般来说, 当我的领导听我说话时, 他会…… 1. 理解我的感受, 并给予我鼓励。 |
2. 认真听我讲完, 不打断我, 也不评判我。 | ||
3. 关心我, 接受真实的我。 | ||
…… |
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