变革型领导与交易型领导与创新行为心理授权的中介作用(共25页)

1、Transformational and transactionalleadership and innovative behavior:The moderating role of psychologicalEmpowerment变革(bing)型领导与交易型领导与创新(chungxn)行为:心理(xnl)授权的中介作用Innovative behavior is increasingly important for organizations survival. Transformational leadership, in contrast to transactional leader

2、ship, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relation-ship is scarce and inconsistent. Addressing this issue, we propose that follower psychological empowerment moderates the relationship of transformational and

3、transactional leadership with follower innovative behavior. In a field study with 230 employees of a government agency in the Netherlands combining multisource ratings, we show that transformational leadership is positively related to innovative behavior only when psychological empowerment is high,

4、where as transactional leadership has a negative relationship with innovative behavior only under these conditions.创新行为对组织的生存越来越重要。变革型领导，相对于交易型领导来说， 被认为在鼓励下属产生创新行为方面跟有效。然而，这种关系的实验证据是稀缺的和不一致的。解决这一问题，我们推测下属心理授权会使减弱 变革型领导、交易型领导与追随者的创新行为的关系。在一个领域的研究结合多源评估在荷兰的一个政府机构，230名员工，我们表明，变革型领导与创新行为，只有当心理授权高时呈正相关；而

5、交易型领导与创新行为有负相关关系，只有在这些条件下。Innovative behavior of employees is of great significance to organizational effectiveness and survival (Oldham & Cummings, 1996; Scott & Bruce, 1994; Shalley, 1995; West, Hirst, Richter, & Shipton, 2004; Woodman, Sawyer, & Griffin, 1993). Especially in todays rapidly changi

6、ng business environment it is more and more important to be able to achieve a competitive advantage. Because employees think of and implement innovative endeavors (Amabile, 1996), identifying how management can affect the innovative behaviors of these employees holds the promise of gaining a competi

7、tive edge. Therefore, not surprisingly, an important question for leadership research and practice is how leadership may stimulate employee innovative behavior.员工的创新行为的组织效能和生存的重大意义（Oldham &卡明斯，1996；史葛&布鲁斯，1994；1995；shalley，西，赫斯特，李希特，和希普顿，2004；樵夫，Sawyer，格里芬，1993）。特别是在当今瞬息万变的商业环境，能取得竞争优势更为重要。因为员工认为和实施

8、创新的努力（Amabile，1996），确定如何管理可以影响这些员工的创新行为是获得竞争优势的承诺。因此，毫不奇怪，领导的研究和实践的一个重要问题是如何领导可以激发员工创新行为。The question of how leadership may affect innovative behavior of employees, however, has not received the attention of researchers it deserves (e.g., Basu & Green, 1997; Mumford, Scott, Gaddis, &Strange, 2002).

9、Theories of transformational leadership have emphasized stimulating innovation as a core leadership function (e.g., Bass, 1985; Conger, 1999; Tichy & Ulrich, 1984) and transformational leadership, in contrast to transactional leadership, has been argued to be a particularly effective way to engender

10、 innovative behavior (Basu & Green, 1997). However, the empirical evidence for the roles of transformational and transactional leadership in engendering follower innovative behavior is scarce and inconsistent (e.g., Basu & Green, 1997; cf. Kahai, Sosik, & Avolio, 2003; Shin & Zhou, 2003), with some

11、studies finding positive effects and others finding negative effects. These contradictory findings suggest that our understanding of the relationship between transformational and transactional leadership and innovative behavior may benefit from the identification of a moderator variable on which the

12、se relationships are contingent and that helps to predict and understand when these relationships would be positive or negative. Such focus on the moderation in the leadershipinnovation relationship is also consistent with the contingency approaches in leadership research more generally, which hold

13、that the effectiveness of leadership behavior is dependent on factors within the leadership context (e.g., Fiedler, 1964; House, 1971; van Knippenberg & Hogg, 2003; Yukl, 2002).领导如何影响员工(yungng)创新行为，但是，并没有受到研究者应有的关注（例如，巴苏和绿色，1997；芒福德，史葛，加迪斯，和奇怪的，2002）。变革型领导理论强调激励创新为核心领导作用（例如，低音，海鳗，1985；1999；改造Ulrich，

14、1984）和变革型领导，相反，交易型领导，已被认为是一种特别有效的方式来产生创新行为（Basu和绿色，1997）。然而，对变革型领导与交易型领导在培养追随者的创新行为是稀缺的和不一致的角色的经验(jngyn)证据（例如，巴苏和绿色，1997；cf.喀什，Sosik，Avolio，2003；2003信与周，），一些研究发现积极影响和消极影响的人发现。这些矛盾的研究结果表明，我们之间的关系理解变革型和交易型领导与创新行为可能受益于身份识别的调节变量，这些关系是偶然的，这有助于预测和理解这些关系时，可以是正面的或负面的。这样的重点在领导创新关系的调节也与领导研究更一般的应急方法一致，认为领导行为的有

15、效性，在领导情境依赖的因素（例如，菲德勒，1964；房子，1971；范克尼彭贝格和霍格，2003；Yukl，2002）。Addressing this issue, in the present study we argue that the relationship between transformational leadership and follower innovative behavior as well as the relationship between transactional leadership and follower innovative behavior ar

16、e contingent on follower psychological empowerment (Thomas & Velthouse, 1990). More specifically, the inspiring and motivating nature of transformational leadership should be more effective in engendering innovative behavior when followers feel more able to proactively influence their work role and

17、environment, that is, when psychological empowerment is high. At the same time, under these circumstances transactional leaderships emphasis on clarifying in-role task requirements and performance monitoring may be more impeding of extra-role innovative efforts, resulting in decreased follower innov

18、ative behavior. Follower psychological empowerment should therefore moderate the effectiveness of transformational and transactional leadership in engendering follower innovative behavior.解决这一问题，在本研究中我们认为，变革型领导与追随者的创新行为之间的关系(gun x)以及交易型领导与追随者的创新行为之间的关系是视追随者心理授权而定的（托马斯& velthouse，1990）。更具体地说，当下属(xish

19、)感觉(gnju)到变革型领导的鼓舞和激励能更能积极的影响他们的工作角色和环境，这就会更有效的引发创新行为，同时这也是心理授权高的情况。同时，在这种情况下，交易型领导对任务的要求明晰和看重绩效的特点可能更阻碍下属创新的努力，从而降低了追随者的创新行为。下属心理授权应适度变革型领导与交易型领导的追随者的创新行为产生的效果。Transformational and Transactional Leadership and Innovative BehaviorTransformational leadership is defined as a style of leadership that t

20、ransforms followers to rise above their self-interest by altering their morale, ideals, interests, and values, motivating them to perform better than initially expected (Bass, 1985; Yukl, 1999). It is contrasted with transactional leadership,which is based on an exchange relationship in which the le

21、ader makes clear what is expected of followers (Bass, 1999; Yukl, 1999). Transformational leadership is a higher-order construct comprising several components. The component idealized influence entails serving as a role model and sacrificing self-gain for collective gain, thereby stimulating followe

22、rs to do the same. Inspirational motivation involves expressing an energizing vision. Intellectual stimulation is expressed by encouraging followers to question the status quo and the final component individualized consideration entails providing support for the individual development needs of follo

23、wers.Innovative behavior is a multi-stage process of problem recognition, generation of ideas or solutions, building support for ideas, and idea implementation (cf. Kanter, 1988; Scott & Bruce, 1994). Creativity (i.e., the production of novel and useful ideas; Amabile, 1988) is thus an important par

24、t of innovative behavior. Besides being influenced by knowledge, skills, and abilities (Amabile, 1983b; Barron & Harrington, 1981), innovative behavior has been argued to be largely a motivational issue (Amabile, 1988). This makes it of considerable interest to leadership researchers (e.g., Pelz & A

25、ndrews, 1996;Scott & Bruce, 1994).变革型领导与交易型领导与创新行为变革型领导是指一种领导方式转变的追随者超越自身利益，通过改变他们的士气，理想，利益，和价值观，激励他们有更好的表现比最初的预期（低音，1985；Yukl，1999）。它是与交易型领导相比，这是一个基于交换的关系中，领导者明确什么是预期的追随者（低音，1999；Yukl，1999）。变革型领导是一个高阶结构包括几个部分组成。组件的理想化影响是作为一个榜样和牺牲自我获得集体利益，从而激发追随者做同样的。鼓舞人心的动机是激励的视觉表达。智力刺激以鼓励信徒的问题现状和最终部件的个性化的考虑需要提供追随者

26、的个人发展需要支持。创新行为(xngwi)是一个问题识别的多阶段的过程，思想或解决方案生成，思想建设的支持，并实现思想（参见坎特，1988；史葛&布鲁斯，1994）。创新（即，新的和有用的想法；生产Amabile，1988）因此，创新行为的一个重要组成部分。除了知识，技能和能力的影响，（Amabile，1983b；Barron &哈林顿，1981），创新行为也被认为是一个很大的激励问题（Amabile，1988）。这使得(sh de)它相当(xingdng)感兴趣的领导人员（例如，情节&安德鲁斯，1996；史葛&布鲁斯，1994）。Innovation is central to the th

27、inking about transformational leadership. The concept of transformational leadership was developed around leaders that transform the existing state of affairs (Bass, 1985, 1998; Burns, 1978; Tichy & Devanna, 1986; Tichy & Ulrich, 1984). Bass (1985) theorized that transformational leaders, in contras

28、t to transactional leaders, are more innovative, have more novel ideas, and can bring about major changes. Transformational leadership has been argued to center on the processes of transformation and change (Bass & Riggio, 2006). Transformational leaders are proposed to stimulate follower innovative

29、 behavior through expressing an inspiring vision, stimulating followers to question the status quo , and allowing individual development and growth (Basu & Green, 1997).Moreover, transformational leadership has been argued to entail aligning followers needs and desires with the interests of the orga

30、nization (Bass, 1999), which may also promote going the extra mile needed for innovative behavior. However, as will be discussed below, empirical findings for the relationship of transformational leadership with innovative behavior are less clear cut implying that this relationship is more complex.T

31、ransformational leadership is seen as a positive addition to transactional leadership, which is anexchange relationship in which expectations are clarified and the immediate self-interests of leaders and followers are addressed (Bass, 1999; Yukl, 1999). Transactional leadership is also a higher-orde

32、r construct comprising the components contingent reward (i.e., clarifying what the follower should do in order to be rewarded) and management-by-exception (i.e., monitoring performance and taking corrective action when problems arise; Avolio, Bass, & Jung, 1999; Bass, 1985, 1999; Yukl, 1999). As tra

33、nsformational leadership is contrasted with transactional leadership it is important to incorporate transactional leadership in our analysis. Moreover, this contrast allows us to show that it is not simply leader behavior that is more beneficial with high psychological empowerment, but transformatio

34、nal leadership perse .创新是关于变革型领导的思维中枢。变革型领导的概念是围绕领导人改变现状（低音，1985，1998；戴瓦纳烧伤，1978；1986；改造，改造Ulrich，1984）。Bass（1985）认为，变革型领导，相反，交易型领导，更创新，更新颖的想法，并能带来重大的变化。变革型领导一直认为在转型与变革的过程中心（低音与雷吉奥，2006）。提出通过表达一种鼓舞人心的愿景激发追随者的创新行为是变革型领导，激发追随者的问题现状，并允许个体的发展和成长（Basu和绿色，1997）。此外，变革型领导一直认为需要对追随者的需求和愿望与组织的利益（Bass，1999），这也

35、可能促进创新行为需要去额外英里。然而，正如下面将要讨论的，对变革型领导与创新行为关系的实证研究结果是不明确的暗示，这种关系更加(gnji)复杂。变革型领导是交易型领导有积极的作用，是一种交换关系，期望(qwng)和领导者和追随者的直接利益问题（低音，1999；Yukl，1999）。交易型领导是一个高阶的组件包括权变奖励结构（即，澄清什么的追随者应该做为奖励）和例外管理（即，性能监测和采取纠正行动时所出现的问题；Avolio，低音，低音，和荣，1999；1985，1999；Yukl，1999）。变革型领导与交易型领导的对比是将交易型领导在我们分析的重要。此外，这种对比让我们表明，这不仅仅是领导行

36、为，是高心理授权更有益，但变革型领导本身。Transactional leadership can be argued to be negatively related to innovative behavior because it isfocused more on in-role performance and less on the stimulation of novel activities (which may beparticularly detrimental for jobs where innovation is not an explicit part of the

37、job description).Additionally, as transactional leadership clarifies expectations and gives feedback about meeting these expectations, it will indicate the leaders predilections. The perception of these leader preferences is likely to have some bearing on followers, diverting them from their own inn

38、ovative endeavors.Moreover, transactional leadership may be perceived as controlling and demotivating, causing less innovative behavior (Deci & Ryan, 1987).In the following we address empirical evidence for the relationships of both transformational and transactional leadership with follower innovat

39、ive behavior. Research shows that transformational leaders put greater emphasis on innovation than transactional leaders (Church & Waclawski, 1998; Howell & Higgins, 1990). In addition, recent research found a positive relationship between transformational leadership and organizational innovation (G

40、umusluoglu & Ilsev, 2009; Jung, Chow, & Wu, 2003; Jung, Wu, & Chow, 2008). However, as these results concern organizational innovation, they do not provide evidence that transformational leaders are more effective in stimulating innovative behavior among followers organizational innovation could als

41、o flow from strategic decisions such as greater investments in research and development. As the essence of leadership is the influence in mobilizing and motivating followers (Yukl, 2002), specific attention to whether transformational leadership is effective in engendering follower innovative behavi

42、or, and more effective than transactional leadership, is essential. Studies indirectly pointing to a positive relationship between transformational leadership and follower innovative behavior have found transformational leadership to be related to increased performance quality of R&D teams (Keller,

43、1992; Waldman & Atwater, 1994), which can be argued to be largely dependent on (but not equivalent to) innovative behavior. In contrast, the few studies directly examining the relationship between transformational leadership and follower innovative behavior have found very mixed results. One study f

44、ound a negative relationship (Basu & Green, 1997), whereas a second study found a positive effect (Boerner, Eisenbeiss, & Griesse, 2007), and a third study did not find any effects (Moss & Ritossa, 2007). Transactional leadership has not been related to follower innovative behavior in previous resea

45、rch (Boerner et al., 2007; Moss &Ritossa, 2007).交易型领导可以(ky)说是创新行为呈显著的负相关，因为它是更专注于角色的性能和较低的对新活动的刺激（可能是极为不利的工作，创新不是一个明确的工作描述的一部分）。此外，作为交易型领导明确的期望和对满足这些期望的反馈，这将表明，领导者的偏好(pin ho)。这些领导人偏好的感知可能对信徒有轴承，将他们从自己的创新努力。此外，交易型领导可能被视为控制和动力(dngl)不足，导致更少的创新行为（Deci和Ryan，1987）。在下面我们地址的变革型和交易型领导与追随者的创新行为关系的实证证据。研究表明，变革

46、型领导更强调创新比交易型领导（教会waclawski，1998；豪厄尔&希金斯，1990）。此外，最近的研究发现，变革型领导与组织创新（gumusluoglu和ilsev，2009；郑，周，武，2003；郑，吴，和Chow，2008）。然而，这些结果的关注组织创新，他们不提供的证据表明，变革型领导是在刺激之间的追随者-创新行为的组织创新也可以从诸如研究和开发更大的投资决策流程更有效。作为领导的本质是影响在fl在动员和激励追随者（Yukl，2002），特别注意是否变革型领导是产生追随者的创新行为有效，比交易型领导更有效，是必不可少的。研究间接的指出变革型领导与追随者的创新行为之间的正相关关系发现

47、，变革型领导是提高研发团队的绩效与质量相关的（凯勒，1992；Waldman阿，1994），这可以说是很大程度上依赖于（但不等于）的创新行为。相反，一些研究直接检查的关系变革型领导与追随者的创新行为之间有非常不同的结果。一项研究发现负相关（Basu和绿色，1997），而第二项研究发现积极的影响（伯尔纳，Eisenbeiss，与griesse，2007），和三分之一的研究没有发现任何影响（苔藓和黎托沙，2007）。交易型领导有没有在以前的研究者的创新行为相关（伯等人。，2007；苔藓和黎托沙，2007）。Follower creativity, an aspect of innovative b

48、ehavior, has received slightly more attention as an outcome variable of transformational and transactional leadership. In comparison to followers of transactional leaders, followers of transformational leaders have been found to have higher creative performance on idea generation tasks in experiment

49、al studies (Jung, 2001; Jung & Avolio, 2000). Inaddition, an increase in transformational leadership has been related to improved idea generation in laboratory studies (directly; Sosik, Kahai, & Avolio, 1998; and indirectly; Sosik, Kahai, & Avolio,1999) and to ratings of follower creativity in field

50、 studies (Gumusluoglu & Ilsev, 2009; Shin & Zhou, 2003; cf. Shin & Zhou, 2007 in diverse teams). On the other hand, other studies in laboratory settings found no relationship between transformational leadership and follower creativity (Jaussi & Dionne, 2003) or found followers with transformational

51、leaders to generate less original ideas than followers with transactional leaders (Kahai et al., 2003). These latter results are in line with Mumford and colleagues (Mumford & Licuanan, 2004; Mumford et al., 2002) recent questioning of the value of transformational leadership in stimulating creativi

52、ty.The scarcity of empirical evidence directly speaking to the relationships between transformationaland transactional leadership and follower innovative behavior make it valuable to extend the body of evidence. Moreover, in view of the inconsistent findings it also seems important to identify possi

53、ble causes of these inconsistencies. Leader effectiveness is a dynamic process, where leader behaviors need to fit followers and circumstances in order to be effective (e.g., Reicher, Haslam, & Hopkins, 2005; Shamir, 2007). Such a focus on moderation of the impact of leadership is consistent with th

54、e contingency approach in leadership more generally, which provides compelling evidence that leader effectiveness is often dependent on other factors (e.g., task context, follower characteristics; e.g., Fiedler, 1964; House, 1971; van Knippenberg & Hogg, 2003; Yukl, 2002). Thus, one explanation for

55、the mixed results could be the presence of moderator variables. Indeed too little is known about the impact of moderator variables on the effects of transformational and transactional leadership (Bass, 1998; Yukl, 1999).Accordingly, we argue that a straightforward main effect of transformational and

56、 transactional leadership on innovative behavior in fact is quite unlikely (i.e., as it depends on the circumstances).More specifically, we propose that the stimulation to innovate coming from the inspiring nature of transformational leadership assumes a high level of follower psychological empowerm

57、ent, which makes transformational leadership less effective for followers with low psychological empowerment. Moreover, for transactional leadership to have an effect on follower innovative behavior high levels of psychological empowerment may also be a prerequisite, as only these individuals may pe

58、rceive transactional leadership as restrictive and controlling. Therefore, we propose that follower psychological empowerment (cf. Kirkman & Rosen, 1997; Thomas & Velthouse, 1990) moderates the relationships of transformational and transactional leadership with innovative behavior.跟随创新，创新行为的一个方面，作为变

59、革型领导与交易型领导的结果变量接收稍微注意。在交易型领导的追随者相比，变革型领导的追随者已被发现具有较高的创造性表现在实验研究中观点产生任务（Jung，2001；荣格Avolio，2000）。此外，在变革型领导的增加(zngji)已被改进的想法产生在实验室研究（直接相关；Sosik，喀什，Avolio，1998；间接；Sosik，喀什，Avolio，1999）和实地研究的追随者创新评级（gumusluoglu和ilsev，2009；申& Zhou，2003；cf. Shin和周2007，在不同的团队）。另一方面，在实验室环境中其他的研究没有发现变革型领导和追随者之间的关系，创新（2003 ja

60、ussi & Dionne，）或发现变革型领导的追随者产生更少的创意比交易型领导的追随者（喀什等人。，2003）。这些结果(ji gu)均符合芒福德和他的同事(tng sh)们（芒福德&阿奎特，2004；芒福德等人。，2002）最近对变革型领导激发创新的作用的研究。实证证据直接说给变革型和交易型领导与追随者的创新行为使其延长的证据价值的稀缺性之间的关系。此外，在不一致的结果，它似乎也发现这些不一致的可能原因的重要(zhngyo)观点。领导有效性是一个动态的过程，在领导行为需要合适的追随者的情况下才是有效的（例如，Reicher，Haslam，&霍普金斯，2005；夏米尔，2007）。对领导的影