ISSN 1671-3710
CN 11-4766/R

心理科学进展 ›› 2021, Vol. 29 ›› Issue (6): 1097-1110.doi: 10.3724/SP.J.1042.2021.01097

• 研究前沿 • 上一篇    下一篇


尹奎1, 赵景1, 李璨2(), 王宏蕾3, 王崇锋4   

  1. 1北京科技大学经济管理学院, 北京 100083
    2中国政法大学商学院, 北京 100088
    3东北农业大学经济管理学院, 哈尔滨 150030
    4青岛大学商学院, 青岛 266071
  • 收稿日期:2020-03-26 出版日期:2021-06-15 发布日期:2021-04-25
  • 通讯作者: 李璨
  • 基金资助:

The formation mechanisms of leader empowering behavior

YIN Kui1, ZHAO Jing1, LI Can2(), WANG Honglei3, WANG Chongfeng4   

  1. 1School of Economics and Management, University of Science and Technology Beijing, Beijing 100083, China
    2Business School, China University of Political Science and Law, Beijing 100088, China
    3College of Economics and Management, Northeast Agricultural University, Harbin 150030, China
    4Business School, Qingdao University, Qingdao 266071, China
  • Received:2020-03-26 Online:2021-06-15 Published:2021-04-25
  • Contact: LI Can


领导授权行为通常被视为一种积极的领导行为类型。组织中管理者在授权实施过程中扮演着重要角色, 然而管理者出于维护威权等目的, 不想赋予员工自主权或相应资源的现象大量存在。鉴于此, 越来越多的学者开始探索领导授权行为的影响因素, 但目前研究较为零散, 亟待整合。研究发现:(1)更多的学者强调领导授权行为并非一种稳定的领导风格, 而是领导对不同下属所采取的差异化授权行为; (2)领导授权行为的影响因素可以分为环境因素、领导者因素以及员工因素; (3)领导成员交换理论、信任理论、社会认知理论与授权风险视角是解释领导授权行为形成的重要理论/视角。此外, 基于情境领导理论、CIP领导模型(魅力型-意识形态型-务实型)以及追随理论, 提出了领导授权行为影响因素的未来研究方向。

关键词: 领导授权行为, 自主性, 情境领导理论, 追随理论


Empowering leadership is generally regarded as a positive leadership style. Managers play an important role in the process of implementing empowerment in organizations. However, for purposes of maintaining authorities and other reasons, it is common that managers are unwilling to authorize autonomy and provide relevant resources to their subordinates. There has been increasing scholarly interest in exploring the antecedents of leader empowering behaviors. However, extant studies remain sporadic and fragmented. The development of this line of research will be benefited from an integrated review. We find that: (1) most researchers agree that leader empowering behavior is not a steady leadership style, rather is the differentiated empowering behavior to different subordinates; (2) the antecedents of leader empowering behavior could be divided into three categories including context factors, leader factors and employee factors; (3) leader-member exchange theory, trust theory, social cognition theory and empowering risk perspective are the main theories to explain the formation mechanism of leader empowering behavior. We clarify the formation mechanism of empowering leader behavior. Finally, building on contextual leadership theory, charismatic, ideological and pragmatic (CIP) model of leadership, and followership theory, future implications are provided.

Key words: leader empowering behavior, autonomy, contextual leadership theory, followership theory