领导授权赋能与领导有效性的关系：基于元分析的检验

doi:10.3724/SP.J.1042.2021.01576

摘要/Abstract

摘要：

基于183项实证研究, 采用元分析法综合考察了领导授权赋能与领导有效性的关系, 包括个体工作态度与绩效(145个样本, 50509名员工)、团队绩效(47个样本, 4856个团队)和组织绩效(9个样本, 1090家企业)。结果表明：领导授权赋能与工作满意度、组织承诺和主观幸福感显著正相关, 与离职倾向、倦怠&压力显著负相关, 与个体(团队)绩效及其各维度显著正相关, 与反生产行为显著负相关, 但与组织绩效的正向关系不显著。其中, 主观幸福感、团队绩效、团队任务绩效的样本文献可能存在出版偏倚, 其元分析结果很可能被高估。在东西方差异上, 领导授权赋能与个体(团队)绩效、个体(团队)任务绩效的相关性均属东亚样本更强、欧美样本更弱, 而与个体(团队)创新绩效、个体(团队)关系绩效之间无显著差异。然而, 团队创新绩效的欧美样本和团队关系绩效的东亚样本仅1份, 故其东西方比较结果可能存在不稳定及不可靠性。此外, 领导授权赋能的量表、数据类型显著调节了领导授权赋能与个体绩效的关系, 行业类型的调节效应不显著。研究结果为领导授权赋能与领导有效性的研究给出了新的阶段性定论。

关键词: 领导授权赋能, 领导有效性, 元分析, 调节效应

Abstract:

With the ever-changing organizational environment, more and more business managers choose to empower their subordinates in exchange for more responsibilities and better performance, in order to help companies gain sustainable competitive advantages. For this reason, empowering leadership has received extensive attention from management practitioners and academic researchers, and has achieved fruitful research results. However, there are still have some disagreements about the effectiveness of empowering leadership in Chinese and foreign studies. Although Kim et al. (2018) and Lee et al. (2018) took the lead in conducting meta-analysis research on the impact of empowering leadership, their research objects were limited to English literature before 2016, and the samples based on the Chinese context were seriously small. As the second largest economy in the world and the “Cultural suzerain” of the Confucian Culture Cluster, China has a huge number of enterprises and labor force. Therefore, the meta-analysis should fully absorb research samples based on the Chinese context to more truly reflect the effectiveness of empowering leadership.

Based on 183 empirical studies (120 in English and 63 in Chinese), the authors use meta-analysis method to comprehensively examine the relationship between empowering leadership and leadership effectiveness, including individual work attitudes and individual performance (145 samples, 50509 employees), team performance (47 samples, 4856 teams) and organizational performance (9 samples, 1090 companies). The research results show that empowering leadership is significantly positively correlated with individual positive work attitudes (job satisfaction, organizational commitment, and subjective well-being), and significantly negatively correlated with individual negative work attitudes (turnover tendency, burnout & stress), and significantly positively correlated with individual (team) performance and its various dimensions, and is significantly negatively correlated with individual counterproductive behavior, but the positive correlation with organizational performance is not significant. Among them, the sample literatures of subjective well-being, team performance and team task performance may have publication bias, so that the meta-analysis results of empowering leadership with these variables are likely to be overestimated. In addition, the authors also examine the boundary effects of sample differences between East and West, measurement scales of empowering leadership, types of research data, and industry types of research sample on the relationship between empowering leadership and some performance indicators.

In terms of the differences between the Eastern and Western samples, the correlation between empowering leadership and individual (team) performance and individual (team) task performance are stronger in the East Asian samples and weaker in the European and American samples, but its relationship with individual (team) innovation performance and individual (team) contextual performance has no significant difference. However, the western sample of team innovation performance and the East Asian sample of team contextual performance are only one, so that the meta-analysis results of East-West comparison about team innovation performance and team contextual performance may be unstable and unreliable. In addition, the measurement scale of empowering leadership and types of research data are significantly moderated the relationship between empowering leadership and individual performance, but the industry types of research sample had no significant moderating effect on the relationship between empowering leadership and individual performance. The conclusion of this study provides a more comprehensive stage conclusion for the research on effectiveness of empowering leadership.

Key words: empowering leadership, leadership effectiveness, meta-analysis, moderating effect

中图分类号:

B849:C93

张建平, 林澍倩, 刘善仕, 张亚, 李焕荣. (2021). 领导授权赋能与领导有效性的关系：基于元分析的检验. 心理科学进展 , 29(9), 1576-1598.

ZHANG Jianping, LIN Shuqian, LIU Shanshi, ZHANG Ya, LI Huanrong. (2021). Empowering leadership and leadership effectiveness: A meta-analytic examination. Advances in Psychological Science, 29(9), 1576-1598.

图/表 4

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有效性指标	K	Fail-safe N	Egger’s 回归系数检验		Begg 秩相关检验		trim and fill
			Egger’s 回归系数检验		Begg 秩相关检验		剪补前		剪补后
			intercept	p(单尾)	Z	p(单尾)	r	95% CI	r	95% CI
工作满意度	28	4533	-0.404	0.436	0.375	0.354
组织承诺	23	9289	-3.931	0.090	1.109	0.133
离职倾向	15	2420	1.336	0.441	0.198	0.422
主观幸福感	6	598	8.114	0.020*	2.630	0.004**	0.406	(0.285, 0.527)	0.279	(0.147, 0.411)
倦怠&压力	8	446	-2.820	0.355	0.124	0.451
个体绩效	105	9551	-0.307	0.402	0.941	0.173
个体创新绩效	57	4438	-0.051	0.487	0.007	0.497
个体任务绩效	37	1958	-0.343	0.438	1.098	0.136
个体关系绩效	19	2192	0.259	0.452	0.315	0.376
反生产行为	9	302	-8.338	0.098	0.938	0.174
团队绩效	47	5970	1.726	0.031*	1.577	0.057	0.322	(0.294, 0.351)	0.228	(0.203, 0.253)
团队创新绩效	15	823	-0.363	0.435	0.148	0.441
团队任务绩效	32	2289	2.102	0.011*	2.249	0.015*	0.305	(0.236, 0.373)	0.188	(0.110, 0.267)
团队关系绩效	5	80	-1.267	0.313	1.225	0.110
组织绩效	9	119	-5.914	0.232	1.467	0.126

有效性指标	K	Fail-safe N	Egger’s 回归系数检验		Begg 秩相关检验		trim and fill
			Egger’s 回归系数检验		Begg 秩相关检验		剪补前		剪补后
			intercept	p(单尾)	Z	p(单尾)	r	95% CI	r	95% CI
工作满意度	28	4533	-0.404	0.436	0.375	0.354
组织承诺	23	9289	-3.931	0.090	1.109	0.133
离职倾向	15	2420	1.336	0.441	0.198	0.422
主观幸福感	6	598	8.114	0.020*	2.630	0.004**	0.406	(0.285, 0.527)	0.279	(0.147, 0.411)
倦怠&压力	8	446	-2.820	0.355	0.124	0.451
个体绩效	105	9551	-0.307	0.402	0.941	0.173
个体创新绩效	57	4438	-0.051	0.487	0.007	0.497
个体任务绩效	37	1958	-0.343	0.438	1.098	0.136
个体关系绩效	19	2192	0.259	0.452	0.315	0.376
反生产行为	9	302	-8.338	0.098	0.938	0.174
团队绩效	47	5970	1.726	0.031*	1.577	0.057	0.322	(0.294, 0.351)	0.228	(0.203, 0.253)
团队创新绩效	15	823	-0.363	0.435	0.148	0.441
团队任务绩效	32	2289	2.102	0.011*	2.249	0.015*	0.305	(0.236, 0.373)	0.188	(0.110, 0.267)
团队关系绩效	5	80	-1.267	0.313	1.225	0.110
组织绩效	9	119	-5.914	0.232	1.467	0.126

有效性指标	模型	K	N	r_z	95% CI	双尾检验		同质性检验			Tau-squared
有效性指标	模型	K	N	r_z	95% CI	Z值	p值	Q_w	p值	I²	Tau²	标准误	方差
工作满意度	R	28	10494	0.465	(0.383, 0.547)	11.106	0.000	469.930	0.000	94.254	0.045	0.016	0.000
组织承诺	R	23	6982	0.478	(0.399, 0.556)	11.979	0.000	234.250	0.000	90.608	0.032	0.012	0.000
离职倾向	R	15	4377	-0.380	(-0.512, -0.248)	-5.643	0.000	273.170	0.000	94.875	0.064	0.026	0.001
主观幸福感	R	6	2937	0.406	(0.285, 0.527)	6.596	0.000	49.171	0.000	89.831	0.020	0.016	0.000
倦怠&压力	R	8	2316	-0.311	(-0.401, -0.222)	-6.827	0.000	32.867	0.000	78.702	0.013	0.009	0.000
个体绩效	R	105	36826	0.359	(0.320, 0.398)	18.091	0.000	1447.546	0.000	92.815	0.037	0.007	0.000
个体创新绩效	R	57	19975	0.406	(0.357, 0.455)	16.179	0.000	673.916	0.000	91.690	0.032	0.008	0.000
个体任务绩效	R	37	13526	0.312	(0.240, 0.384)	8.439	0.000	632.627	0.000	94.309	0.046	0.014	0.000
个体关系绩效	R	19	6506	0.276	(0.209, 0.343)	8.066	0.000	127.036	0.000	85.831	0.018	0.008	0.000
反生产行为	F	9	2428	-0.230	(-0.270, -0.190)	-11.291	0.000	30.542	0.000	73.807	0.011	0.007	0.000
团队绩效	F	47	4856	0.322	(0.294, 0.351)	22.130	0.000	167.043	0.000	72.462	0.026	0.008	0.000
团队创新绩效	F	15	1122	0.453	(0.394, 0.513)	14.876	0.000	23.876	0.047	41.364	0.010	0.009	0.000
团队任务绩效	R	32	3577	0.305	(0.236, 0.373)	8.728	0.000	119.045	0.000	75.302	0.027	0.010	0.000
团队关系绩效	F	5	889	0.290	(0.224, 0.356)	8.614	0.000	6.828	0.145	41.415	0.004	0.007	0.000
组织绩效	R	9	1090	0.210	(-0.046, 0.467)	1.607	0.108	142.099	0.000	94.370	0.144	0.081	0.006

有效性指标	模型	K	N	r_z	95% CI	双尾检验		同质性检验			Tau-squared
有效性指标	模型	K	N	r_z	95% CI	Z值	p值	Q_w	p值	I²	Tau²	标准误	方差
工作满意度	R	28	10494	0.465	(0.383, 0.547)	11.106	0.000	469.930	0.000	94.254	0.045	0.016	0.000
组织承诺	R	23	6982	0.478	(0.399, 0.556)	11.979	0.000	234.250	0.000	90.608	0.032	0.012	0.000
离职倾向	R	15	4377	-0.380	(-0.512, -0.248)	-5.643	0.000	273.170	0.000	94.875	0.064	0.026	0.001
主观幸福感	R	6	2937	0.406	(0.285, 0.527)	6.596	0.000	49.171	0.000	89.831	0.020	0.016	0.000
倦怠&压力	R	8	2316	-0.311	(-0.401, -0.222)	-6.827	0.000	32.867	0.000	78.702	0.013	0.009	0.000
个体绩效	R	105	36826	0.359	(0.320, 0.398)	18.091	0.000	1447.546	0.000	92.815	0.037	0.007	0.000
个体创新绩效	R	57	19975	0.406	(0.357, 0.455)	16.179	0.000	673.916	0.000	91.690	0.032	0.008	0.000
个体任务绩效	R	37	13526	0.312	(0.240, 0.384)	8.439	0.000	632.627	0.000	94.309	0.046	0.014	0.000
个体关系绩效	R	19	6506	0.276	(0.209, 0.343)	8.066	0.000	127.036	0.000	85.831	0.018	0.008	0.000
反生产行为	F	9	2428	-0.230	(-0.270, -0.190)	-11.291	0.000	30.542	0.000	73.807	0.011	0.007	0.000
团队绩效	F	47	4856	0.322	(0.294, 0.351)	22.130	0.000	167.043	0.000	72.462	0.026	0.008	0.000
团队创新绩效	F	15	1122	0.453	(0.394, 0.513)	14.876	0.000	23.876	0.047	41.364	0.010	0.009	0.000
团队任务绩效	R	32	3577	0.305	(0.236, 0.373)	8.728	0.000	119.045	0.000	75.302	0.027	0.010	0.000
团队关系绩效	F	5	889	0.290	(0.224, 0.356)	8.614	0.000	6.828	0.145	41.415	0.004	0.007	0.000
组织绩效	R	9	1090	0.210	(-0.046, 0.467)	1.607	0.108	142.099	0.000	94.370	0.144	0.081	0.006

调节变量	结果变量	同质性检验		类别名称	模型	K	N	效应值估计		双尾检验
调节变量	结果变量	Q_b(df)	p值	类别名称	模型	K	N	r_z	95% CI	Z值	p值
样本属地	个体绩效	3.875(1)	0.045	1-东亚样本	R	78	26857	0.367	(0.321, 0.414)	15.350	0.000
	个体绩效	3.875(1)	0.045	2-欧美样本	R	21	7801	0.280	(0.207, 0.353)	7.488	0.000
	个体创新绩效	0.154(1)	0.695	1-东亚样本	R	48	15273	0.390	(0.332, 0.447)	13.293	0.000
	个体创新绩效	0.154(1)	0.695	2-欧美样本	F	7	4249	0.406	(0.347, 0.466)	13.462	0.000
	个体任务绩效	5.245(1)	0.022	1-东亚样本	R	23	9111	0.355	(0.257, 0.454)	7.053	0.000
	个体任务绩效	5.245(1)	0.022	2-欧美样本	R	10	2700	0.168	(0.041, 0.294)	2.596	0.000
	个体关系绩效	0.609(1)	0.435	1-东亚样本	R	13	4458	0.251	(0.187, 0.314)	7.752	0.000
	个体关系绩效	0.609(1)	0.435	2-欧美样本	R	5	1507	0.336	(0.131, 0.541)	3.213	0.001
	团队绩效	45.909(1)	0.000	1-东亚样本	F	27	2439	0.457	(0.399, 0.515)	15.547	0.000
	团队绩效	45.909(1)	0.000	2-欧美样本	F	17	2186	0.186	(0.133, 0.239)	6.883	0.000
	团队创新绩效	0.584(1)	0.445	1-东亚样本	F	14	1066	0.458	(0.375, 0.541)	10.810	0.000
	团队创新绩效	0.584(1)	0.445	2-欧美样本	F	1	56	0.348	(0.079, 0.618)	2.547	0.000
	团队任务绩效	29.282(1)	0.000	1-东亚样本	F	14	1427	0.449	(0.369, 0.529)	10.951	0.000
	团队任务绩效	29.282(1)	0.000	2-欧美样本	F	15	1919	0.176	(0.119, 0.234)	6.003	0.000
	团队关系绩效	0.059(1)	0.808	1-东亚样本	F	1	41	0.318	(0.000, 0.636)	1.962	0.000
	团队关系绩效	0.059(1)	0.808	2-欧美样本	F	4	858	0.277	(0.174, 0.380)	5.279	0.000
测量工具	个体绩效	17.347(7)	0.015	Ahearne et al. (2005)	R	47	16663	0.345	(0.296, 0.395)	13.620	0.000
				Arnold et al. (2000)	R	16	7411	0.353	(0.226, 0.480)	5.455	0.000
				Konczak et al. (2000)	R	8	2092	0.505	(0.303, 0.707)	4.889	0.000
				Vecchio et al. (2010)	R	7	2237	0.377	(0.283, 0.471)	7.861	0.000
				Kirkman et al. (1999)	R	6	2308	0.224	(0.145, 0.304)	5.533	0.000
				Pearce et al. (2002)	R	5	1136	0.381	(0.273, 0.490)	6.902	0.000
				王辉等(2008)	R	7	2339	0.482	(0.343, 0.620)	6.800	0.000
				其他	R	9	2640	0.278	(0.177, 0.378)	5.406	0.000
数据类型	个体绩效	48.515(3)	0.000	横截面同源	R	43	17825	0.461	(0.408, 0.515)	16.916	0.000
				横截面多源	R	41	11347	0.324	(0.277, 0.371)	13.448	0.000
				纵向同源	R	6	1953	0.260	(0.032, 0.319)	1.743	0.029
				纵向多源	R	15	5701	0.190	(0.136, 0.245)	6.864	0.000
行业类型	个体绩效	5.227(3)	0.156	顾客服务	R	22	11105	0.283	(0.214, 0351)	8.064	0.000
				生产&制造	R	15	4126	0.384	(0.263, 0.505)	6.233	0.000
				技术&研发	R	6	2068	0.389	(0.191, 0.588)	3.850	0.000
				其他	R	62	19527	0.377	(0.326, 0.429)	14.333	0.000