掌舵者力有余, 撑船者齐创新?领导资质过剩感对团队创造力的促进机制

doi:10.3724/SP.J.1041.2024.00326

摘要/Abstract

摘要：

以往研究更多关注资质过剩的消极面, 而且相对忽视了管理层的资质过剩现象。本文基于自我调节理论和基于过程的团队创新整合理论, 探讨了资质过剩的领导何时以及如何提升团队创造力。通过对106个护理团队数据的分析, 结果发现: 领导感知到的团队能力调节了领导资质过剩感通过领导鼓励创新和团队创新过程投入对团队创造力的间接效应: 当团队能力较高时, 领导鼓励创新和团队创新过程投入对领导资质过剩感与团队创造力的链式中介效应更强。本文通过对领导资质过剩现象的关注, 揭示了其对团队创造力产生积极影响的边界条件和过程, 为资质过剩研究开辟了新的研究视角和思路。

关键词: 资质过剩感, 团队创造力, 团队能力, 领导鼓励创新, 团队创新过程投入

Abstract:

With the spread of higher education and the global economic downturn, the overqualification phenomenon is increasingly becoming common and popular. Prior research has mainly focused on the negative effects of perceived overqualification. However, some scholars are currently urging a deeper exploration of the positive implications of perceived overqualification. Although most studies have focused on employee perceived overqualification and its impact on work attitudes, behaviours and personal well-being, information is limited on the phenomenon of leader perceived overqualification and its effects. For organisations, understanding the effects of leader perceived overqualification on teams is crucial for effective talent management. Therefore, our study draws on self-regulation theory and the process-based theory of team creative synthesis to propose and test a mediated moderation model that explores when and why leader perceived overqualification influences team creativity.

To test the proposed hypotheses, we conducted a multi-wave and multi-source field study. We collected data from five hospitals in North China, and the final sample consists of 106 head nurses and their 847 nurses. At time 1, head nurses were asked to report their demographics and perceived overqualification. At time 2 (two months later), head nurses were asked to report their perceptions of team capability and psychological entitlement. Additionally, nurses were asked to evaluate leader encouragement of creativity and abusive supervision. At time 3 (two months later), nurses rated their team creative process engagement. Lastly, head nurses were asked to assess team creativity.

Results provided support for our theoretical model and revealed the following findings. (1) The interaction between leader perceived overqualification and leader perceived capability significantly predicted leader encouragement of creativity, such that the positive relationship between leader perceived overqualification and leader encouragement of creativity was stronger when team capability was higher rather than lower. (2) Team creative process engagement mediated the relationship between leader encouragement of creativity and team creativity. (3) Leader encouragement of creativity and team creative process engagement mediated the interactive effect of leader perceived overqualification and team capability on team creativity, such that the indirect effect was stronger when team capability was higher.

The preceding results provide several important theoretical contributions. Firstly, this research enriches the outcomes of perceived overqualification by investigating the positive impact of leader perceived overqualification on team creativity. Secondly, this research identifies leader perceived team capability as an important boundary condition for the positive effects of leader perceived overqualification. Thirdly, by exploring the chain mediating roles of leader encouragement of creativity and team creative process engagement, this study opens the ‘black box’ of the effect of leader perceived overqualification on team creativity and expands the understanding of the positive implications of perceived overqualification. Lastly, by examining the relationship between leader perceived overqualification and team creativity, this study enriches the antecedents of team creativity from the leader characteristic perspective.

Key words: perceived overqualification, team creativity, team capability, leader encouragement of creativity, creative process engagement

中图分类号:

B849: C93

王雅婷, 陈志俊, 李锐, 周明建. (2024). 掌舵者力有余, 撑船者齐创新?领导资质过剩感对团队创造力的促进机制. 心理学报, 56(3), 326-338.

WANG Yating, CHEN Zhijun, LI Rui, ZHOU Mingjian. (2024). Positive effects of leader perceived overqualification on team creativity. Acta Psychologica Sinica, 56(3), 326-338.

图/表 6

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模型		χ²	df	CFI	TLI	RMSEA	SRMR_within	SRMR_between
模型1	七因子模型	604.41	319	0.98	0.98	0.03	0.01	0.07
模型2	六因子模型1	943.06	325	0.96	0.95	0.05	0.01	0.10
模型3	六因子模型2	1385.15	325	0.92	0.91	0.06	0.01	0.15
模型4	六因子模型3	3832.63	327	0.75	0.71	0.11	0.16	0.14
模型5	五因子模型1	1690.70	330	0.90	0.89	0.07	0.01	0.17
模型6	五因子模型2	4906.97	332	0.67	0.63	0.13	0.16	0.19
模型7	五因子模型3	4088.78	332	0.73	0.69	0.12	0.16	0.16
模型8	四因子模型	4883.75	336	0.68	0.63	0.13	0.16	0.20

模型		χ²	df	CFI	TLI	RMSEA	SRMR_within	SRMR_between
模型1	七因子模型	604.41	319	0.98	0.98	0.03	0.01	0.07
模型2	六因子模型1	943.06	325	0.96	0.95	0.05	0.01	0.10
模型3	六因子模型2	1385.15	325	0.92	0.91	0.06	0.01	0.15
模型4	六因子模型3	3832.63	327	0.75	0.71	0.11	0.16	0.14
模型5	五因子模型1	1690.70	330	0.90	0.89	0.07	0.01	0.17
模型6	五因子模型2	4906.97	332	0.67	0.63	0.13	0.16	0.19
模型7	五因子模型3	4088.78	332	0.73	0.69	0.12	0.16	0.16
模型8	四因子模型	4883.75	336	0.68	0.63	0.13	0.16	0.20

变量		M	SD	1	2	3	4	5	6	7
1	领导资质过剩感	3.28	1.07
2	领导感知的团队能力	5.71	0.88	−0.31^**
3	领导鼓励创新	4.94	0.52	0.22^*	0.17
4	团队创新过程投入	4.67	0.40	0.19	0.06	0.56^**
5	团队创造力	5.44	0.99	−0.10	0.50^**	0.23^*	0.30^**
6	心理特权感	2.88	1.23	0.14	−0.14	−0.06	0.02	−0.02
7	辱虐管理	3.35	0.52	−0.11	−0.03	−0.60^**	−0.32^**	−0.05	−0.00
8	团队平均年龄	34.12	4.10	0.25^**	−0.09	0.03	−0.05	−0.02	0.11	−0.13
9	团队教育水平	3.78	0.25	−0.05	−0.02	0.26^**	0.15	0.06	0.13	−0.36^**
10	团队规模	10.40	4.67	−0.07	−0.11	0.31^**	0.22^*	0.03	−0.03	−0.23^*
11	领导工作年限	28.27	4.85	−0.00	0.03	0.11	−0.06	0.01	−0.09	−0.22^*

变量		M	SD	1	2	3	4	5	6	7
1	领导资质过剩感	3.28	1.07
2	领导感知的团队能力	5.71	0.88	−0.31^**
3	领导鼓励创新	4.94	0.52	0.22^*	0.17
4	团队创新过程投入	4.67	0.40	0.19	0.06	0.56^**
5	团队创造力	5.44	0.99	−0.10	0.50^**	0.23^*	0.30^**
6	心理特权感	2.88	1.23	0.14	−0.14	−0.06	0.02	−0.02
7	辱虐管理	3.35	0.52	−0.11	−0.03	−0.60^**	−0.32^**	−0.05	−0.00
8	团队平均年龄	34.12	4.10	0.25^**	−0.09	0.03	−0.05	−0.02	0.11	−0.13
9	团队教育水平	3.78	0.25	−0.05	−0.02	0.26^**	0.15	0.06	0.13	−0.36^**
10	团队规模	10.40	4.67	−0.07	−0.11	0.31^**	0.22^*	0.03	−0.03	−0.23^*
11	领导工作年限	28.27	4.85	−0.00	0.03	0.11	−0.06	0.01	−0.09	−0.22^*

变量	领导鼓励创新	团队创新过程投入		团队创造力
变量	模型1	模型2	模型3	模型4	模型5	模型6
领导资质过剩感	0.20(0.04)^***	0.10(0.02)^***	0.04(0.02)	0.06(0.07)	−0.01(0.07)	−0.04(0.06)
领导感知的团队能力	0.15(0.03)^***	0.05(0.06)	0.00(0.06)	0.54(0.06)^***	0.49(0.08)^***	0.49(0.06)^***
领导资质过剩感×领导感知的团队能力	0.09(0.02)^***	0.06(0.01)^***	0.03(0.02)	−0.11(0.07)	−0.14(0.08)	−0.16(0.07)^*
领导鼓励创新			0.38(0.15)^*		0.41(0.26)	0.13(0.16)
团队创新过程投入						0.75(0.03)^***
心理特权感	−0.03(0.03)	0.01(0.03)	0.01(0.03)	0.02(0.08)	0.03(0.08)	0.02(0.07)
辱虐管理		−0.19(0.07)^**	−0.01(0.11)	−0.01(0.09)	0.19(0.15)	0.19(0.11)
团队平均年龄	−0.00(0.01)	−0.01(0.00)^*	−0.01(0.01)	0.00(0.01)	0.00(0.01)	0.01(0.01)
团队教育水平	0.39(0.21)	0.05(0.12)	0.02(0.12)	0.29(0.23)	0.25(0.21)	0.24(0.25)
团队规模	0.04(0.01)^***	0.02(0.01)	0.01(0.01)	0.01(0.02)	0.00(0.02)	−0.00(0.02)
领导工作年限	0.00(0.00)	−0.01(0.01)	−0.01(0.01)	−0.00(0.02)	0.00(0.02)	0.01(0.02)
R²	0.34^***	0.22^**	0.34^***	0.29^***	0.31^***	0.37^***
ΔR²	0.34	0.22	0.12	0.29	0.03	0.06