员工授权期望的效应及其理论机制

doi:10.3724/SP.J.1042.2021.00353

摘要/Abstract

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

中图分类号:

B849:C93

尹奎, 张凯丽, 赵景, 巩振兴. (2021). 员工授权期望的效应及其理论机制. 心理科学进展 , 29(2), 353-364.

YIN Kui, ZHANG Kaili, ZHAO Jing, GONG Zhenxing. (2021). The effects of employee empowerment expectation: The underlying theoretical explanations. Advances in Psychological Science, 29(2), 353-364.

图/表 3

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作者	层次	维度	被引
Ahearne等(2005)	个体	提升工作意义、促进决策参与、表达高绩效期望、自主性支持	371
Amundsen和Martinsen (2014)	个体	自主支持、发展支持	76
Konczak等(2000)	个体	权力下放、责任、自我决策制定、信息分享、技能发展与创新绩效辅导	380
Vecchio等(2010)	个体	自主行动、机会性思考、合作行为	100
Zhang和Bartol (2010)	个体	提高工作意义、促进决策参与、表达高绩效期望、自主性支持	79
Arnold等(2000)	个体/团队	榜样领导、教练式辅导、信息提供、参与式决策制定、关怀	380
Yun等(2006)	个体/团队	——(单维度)	——
Kirkman和Rosen (1997)	团队	——(单维度)	——

作者	层次	维度	被引
Ahearne等(2005)	个体	提升工作意义、促进决策参与、表达高绩效期望、自主性支持	371
Amundsen和Martinsen (2014)	个体	自主支持、发展支持	76
Konczak等(2000)	个体	权力下放、责任、自我决策制定、信息分享、技能发展与创新绩效辅导	380
Vecchio等(2010)	个体	自主行动、机会性思考、合作行为	100
Zhang和Bartol (2010)	个体	提高工作意义、促进决策参与、表达高绩效期望、自主性支持	79
Arnold等(2000)	个体/团队	榜样领导、教练式辅导、信息提供、参与式决策制定、关怀	380
Yun等(2006)	个体/团队	——(单维度)	——
Kirkman和Rosen (1997)	团队	——(单维度)	——

类型	作者(年份)	自变量	情境	因变量
评价源一致性	Wong (2019)	员工授权期望领导感知的员工授权期望	①期望一致VS期望不一致	上行影响行为(-)
			②高-高一致VS低-低一致	上行影响行为(+)
			③低-高不一致VS高-低不一致	上行影响行为(N)
	Humborstad和Kuvaas (2013)	员工授权期望领导感知的员工授权期望	①期望一致VS期望不一致	角色模糊(-)、内在动机(+)
			②高-高一致VS低-低一致	角色模糊(N)、内在动机(+)
			③低-高不一致VS高-低不一致	角色模糊(+)、内在动机(N)
期望与体验一致性	Wong和Kuvaas (2018)	员工授权期望员工感知的领导授权行为	①期望一致VS期望不一致	工作满意度(NS)、心理授权(NS)
			②高-高一致VS低-低一致	工作满意度(NS)、心理授权(NS)
			③低-高不一致VS高-低不一致	工作满意度(+)、心理授权(NS)
	Wong和Giessner (2018)	员工授权期望领导自评的授权行为	①期望一致VS期望不一致	放任型领导(-)、领导有效性(+)
			②高-高一致VS低-低一致	放任型领导(N)、领导有效性(N)
			③低-高不一致VS高-低不一致	放任型领导(N)、领导有效性(N)

类型	作者(年份)	自变量	情境	因变量
评价源一致性	Wong (2019)	员工授权期望领导感知的员工授权期望	①期望一致VS期望不一致	上行影响行为(-)
			②高-高一致VS低-低一致	上行影响行为(+)
			③低-高不一致VS高-低不一致	上行影响行为(N)
	Humborstad和Kuvaas (2013)	员工授权期望领导感知的员工授权期望	①期望一致VS期望不一致	角色模糊(-)、内在动机(+)
			②高-高一致VS低-低一致	角色模糊(N)、内在动机(+)
			③低-高不一致VS高-低不一致	角色模糊(+)、内在动机(N)
期望与体验一致性	Wong和Kuvaas (2018)	员工授权期望员工感知的领导授权行为	①期望一致VS期望不一致	工作满意度(NS)、心理授权(NS)
			②高-高一致VS低-低一致	工作满意度(NS)、心理授权(NS)
			③低-高不一致VS高-低不一致	工作满意度(+)、心理授权(NS)
	Wong和Giessner (2018)	员工授权期望领导自评的授权行为	①期望一致VS期望不一致	放任型领导(-)、领导有效性(+)
			②高-高一致VS低-低一致	放任型领导(N)、领导有效性(N)
			③低-高不一致VS高-低不一致	放任型领导(N)、领导有效性(N)