双元领导对双元绩效的影响: 基于人力资本理论

doi:10.3724/SP.J.1042.2020.00692

摘要/Abstract

摘要：

双元领导基于“两者/都”的认知思维, 将相悖领导行为统一协同, 为破解组织发展中创新与效率的悖论提供了新思路。鉴于已有研究尚未验证双元领导能否提升双元绩效(创新绩效×任务绩效)及其内部机理, 构建如下研究思路: 1)借鉴双元行为、双元文化概念提出双元绩效的概念, 分别从组织和团队层次验证双元领导对双元绩效的预测力; 2)基于人力资本理论, 构建双元领导通过制定/实施柔性导向人力资源管理实践, 继而积累人力资源柔性实现双元绩效的多层次连续中介模型。理论上, 从人力资本理论视角, 整合领导行为与人力资源管理实践两大领域, 揭示了双元领导影响组织/团队绩效的新机制。实践上, 为如何实现双元绩效和组织可持续发展提供了管理策略。

关键词: 双元领导, 柔性导向人力资源管理实践, 人力资源柔性, 双元绩效, 人力资本理论

Abstract:

Based on the "both/and" cognitive thinking, ambidextrous leadership reconciles the conflicting leadership behaviors and provides novel insights into solving the paradox of innovation-efficiency in organizational development. However, extant research has most focused on the effect of ambidextrous leadership on ambidextrous performance (i.e., balance between innovation and efficiency) as well as its underlying mechanism. To address this issue, we propose the concept of ambidextrous performance and examine the effect of ambidextrous leadership on the ambidextrous performance from a multi-level perspective. We draw on the theory of human capital and build amoderated mediation model with flexibility-oriented HRM practices and accumulation of human resource flexibility as serial mediators. In doing so, the implications of ambidextrous leadership are extended, i.e., the relationship between ambidextrous leadership and ambidextrous performance is integrated with HRM practices to reveal a new mechanism through which ambidextrous leadership leads to desirable outcomes. Implications for how organizations can achieve ambidextrous performance are also provided.

Key words: ambidextrous leadership, flexibility-oriented HRM practices, HR flexibility, ambidextrous performance, human capital theory

中图分类号:

B849:C93

尹奎, 张凯丽, 邢璐, 赵景. (2020). 双元领导对双元绩效的影响: 基于人力资本理论. 心理科学进展 , 28(5), 692-710.

YIN Kui, ZHANG Kaili, XING Lu, ZHAO Jing. (2020). Impact of ambidextrous leadership on ambidextrous performance: Based on Human Capital Theory. Advances in Psychological Science, 28(5), 692-710.

图/表 4

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层次	变量	报告者	时间跨度	计算方式
组织层次	CEO双元领导	高管团队成员	T1上年末	变革型领导×交易型领导
	规划柔性导向HRM实践	人力资源部经理	T2当年初	评价均值
	组织人力资源柔性	高管团队成员	T3当年中	评价均值
	组织双元绩效	CEO	T4下年初	创新绩效×任务绩效
团队层次	团队双元领导	团队员工	T1上年末	变革型领导×交易型领导
	实施柔性导向HRM实践	团队领导	T2当年初	评价均值
	团队人力资源柔性	团队领导	T3当年中	评价均值
	团队双元绩效	分管领导	T4下年初	创新绩效×任务绩效

层次	变量	报告者	时间跨度	计算方式
组织层次	CEO双元领导	高管团队成员	T1上年末	变革型领导×交易型领导
	规划柔性导向HRM实践	人力资源部经理	T2当年初	评价均值
	组织人力资源柔性	高管团队成员	T3当年中	评价均值
	组织双元绩效	CEO	T4下年初	创新绩效×任务绩效
团队层次	团队双元领导	团队员工	T1上年末	变革型领导×交易型领导
	实施柔性导向HRM实践	团队领导	T2当年初	评价均值
	团队人力资源柔性	团队领导	T3当年中	评价均值
	团队双元绩效	分管领导	T4下年初	创新绩效×任务绩效

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