), 赵景1(), 巩振兴3 1北京科技大学经济管理学院, 北京 100083
2华东理工大学商学院, 上海 200237
3聊城大学商学院, 山东 聊城 252000
收稿日期:2020-03-04出版日期:2021-02-15发布日期:2020-12-29通讯作者:张凯丽,赵景E-mail:zhangkailiky@126.com;zhao_sch@163.com基金资助:国家自然科学基金(71802019);国家自然科学基金(71801120);国家自然科学基金(71902061);国家自然科学基金(72073009);教育部社科研究青年基金项目(18YJC630230);中央高校基本科研业务费(FRF-TP-20-023A2);中央高校基本科研业务费(FRF-DF-19-008)The effects of employee empowerment expectation: The underlying theoretical explanations
YIN Kui1, ZHANG Kaili2(), ZHAO Jing1(), GONG Zhenxing3 1School of Economics and Management, University of Science and Technology Beijing, Beijing 100083, China
2School of Business, East China University of Science and Technology, Shanghai 200237, China
3School of Business, Liaocheng University, Liaocheng 252000, China
Received:2020-03-04Online:2021-02-15Published:2020-12-29Contact:ZHANG Kaili,ZHAO Jing E-mail:zhangkailiky@126.com;zhao_sch@163.com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。
图/表 3
表1领导授权行为的测量
| 作者 | 层次 | 维度 | 被引 |
|---|---|---|---|
| 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 | |
| 个体 | 自主支持、发展支持 | 76 | |
| 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 | |
| 个体 | 自主行动、机会性思考、合作行为 | 100 | |
| 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 | |
| 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 | |
| 个体/团队 | ——(单维度) | —— | |
| 团队 | ——(单维度) | —— |
表1领导授权行为的测量
| 作者 | 层次 | 维度 | 被引 |
|---|---|---|---|
| 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 | |
| 个体 | 自主支持、发展支持 | 76 | |
| 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 | |
| 个体 | 自主行动、机会性思考、合作行为 | 100 | |
| 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 | |
| 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 | |
| 个体/团队 | ——(单维度) | —— | |
| 团队 | ——(单维度) | —— |
表2员工授权期望相关研究结论
| 类型 | 作者(年份) | 自变量 | 情境 | 因变量 |
|---|---|---|---|---|
| 评价源 一致性 | 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) | |||
| 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 | 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) | |||
| 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) |
表2员工授权期望相关研究结论
| 类型 | 作者(年份) | 自变量 | 情境 | 因变量 |
|---|---|---|---|---|
| 评价源 一致性 | 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) | |||
| 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 | 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) | |||
| 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) |
图1员工授权期望研究框架图 资料来源:作者整理, 实■代表已有研究, □代表提出的未来研究内容, X代表其他维度, 实线→代表已有研究, 虚线→代表建议的未来研究方向
图1员工授权期望研究框架图 资料来源:作者整理, 实■代表已有研究, □代表提出的未来研究内容, X代表其他维度, 实线→代表已有研究, 虚线→代表建议的未来研究方向参考文献 80
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