“赋能”还是“负担”?领导者授权行为对员工工作行为影响的双刃剑效应探究

doi:10.3724/SP.J.1042.2020.01814

摘要/Abstract

摘要：

在数字化经济迅速发展的时代, 领导者授权行为是一种激励员工的重要措施。然而, 以往关于领导者授权行为有效性的研究存在不一致发现。为了更深入地探讨领导者授权行为对员工的影响, 基于资源保存理论, 系统地构建了领导者授权行为对员工的“双刃剑”影响机制。具体而言, 第一, 基于资源视角, 将授权视为领导者为员工提供的资源, 深入分析领导者授权行为产生的“赋能”过程机制和“负担”过程机制, 并提出员工的调节定向是影响“双刃剑”机制的边界条件; 第二, 从动态角度看待领导者授权行为, 探讨领导者每日授权行为和领导者授权行为的日波动对员工的“双刃剑”影响机制; 第三, 从动态角度看待领导者授权行为所发生的组织情景。探讨相对动态的情景, 即工作事件, 对领导者授权行为“双刃剑”机制的影响。通过结合静态和动态的双重视角, 系统地探讨了领导者授权行为对员工的“双刃剑”影响机制, 具有一定的理论和实践意义。

关键词: 领导者授权行为, 资源保存理论, 工作事件, 工作繁荣, 情绪耗竭

Abstract:

In the era of rapid development of the digital economy, leadership empowerment behavior is an important practice with which to motivate employees. However, prior studies have shown inconsistent findings regarding its effectiveness. To deeply investigate the impacts of leadership empowerment behavior on employees, we aim to systematically examine the mechanism of the “double-edged sword” impact of leadership empowerment behavior on employees based on conservation resource theory (COR). First, from the perspective of resources, empowerment is regarded as a kind of resource that leaders provide to their employees. Then we thoroughly analyze the “enabling” and “burdening” mechanisms induced by leadership empowerment behavior. The regulatory focus of employees is considered the boundary condition that influence the “double-edged sword” impact. Second, leadership empowerment behavior is thought to be dynamically changing. We explore the ways in which daily leadership empowerment behavior and the fluctuation of leadership empowerment behavior cause the “double-edged sword” effect. Third, we consider the organizational context in which leadership empowerment behavior plays a dynamically changing role. We explore how the relative dynamic situation, namely, work events, moderates the “double-edged sword” effect of leadership empowerment behavior. We aim to combine static and dynamic perspectives to systematically explore the mechanism of the “double-edged sword” impact of leadership empowerment behavior on employees, contributing to both academic research and practical implications.

Key words: leadership empowerment behavior, conservation resource theory, work events, thriving at work, emotional exhaustion

中图分类号:

B849:C93

向姝婷, 赵锴, 宁南. (2020). “赋能”还是“负担”?领导者授权行为对员工工作行为影响的双刃剑效应探究. 心理科学进展 , 28(11), 1814-1835.

XIANG Shuting, ZHAO Kai, NING Nan. (2020). The double-edged sword effect of leadership empowerment behavior. Advances in Psychological Science, 28(11), 1814-1835.

图/表 5

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结构维度	作者	维度划分
四维度结构	Ahearne等(2005)	增强工作有意义性(Enhancing the meaningfulness of work) 鼓励参与决策(Fostering participation in decision making) 表达对高绩效的信心(Expressing confidence in high performance) 在科层约束中提供自主性(Providing autonomy from bureaucratic constraints)
五维度结构	Arnold等(2000)	以身作则(leading by example) 决策参与(participative decision making) 指导帮助(coaching) 信息共享(Informing) 表达关心(Showing concern/Interacting with the team)
六维度结构	Konczak等(2000)	信息分享(Informing sharing) 具有责任(Accountability) 自主决策(Self-directed decision making) 发展技能(Skill development) 授予权力(Delegating of authority) 指导创新绩效(Coaching for innovative performance)
	Pearce和Sims (2002)	鼓励自我奖励(Encourage self-reward) 鼓励团队合作(Encourage teamwork) 鼓励机会思考(Encourage opportunity thinking) 参与目标设定(Participative goal setting) 鼓励自我发展(Encourage self-development) 鼓励独自行动(Encourage independent action)
	王辉等(2008)	权力委任、过程控制、个人发展支持、工作指导、结果和目标控制、参与决策

结构维度	作者	维度划分
四维度结构	Ahearne等(2005)	增强工作有意义性(Enhancing the meaningfulness of work) 鼓励参与决策(Fostering participation in decision making) 表达对高绩效的信心(Expressing confidence in high performance) 在科层约束中提供自主性(Providing autonomy from bureaucratic constraints)
五维度结构	Arnold等(2000)	以身作则(leading by example) 决策参与(participative decision making) 指导帮助(coaching) 信息共享(Informing) 表达关心(Showing concern/Interacting with the team)
六维度结构	Konczak等(2000)	信息分享(Informing sharing) 具有责任(Accountability) 自主决策(Self-directed decision making) 发展技能(Skill development) 授予权力(Delegating of authority) 指导创新绩效(Coaching for innovative performance)
	Pearce和Sims (2002)	鼓励自我奖励(Encourage self-reward) 鼓励团队合作(Encourage teamwork) 鼓励机会思考(Encourage opportunity thinking) 参与目标设定(Participative goal setting) 鼓励自我发展(Encourage self-development) 鼓励独自行动(Encourage independent action)
	王辉等(2008)	权力委任、过程控制、个人发展支持、工作指导、结果和目标控制、参与决策