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探讨差异化领导行为及其对团队创造力的影响是领导学和团队研究的前沿。在团队层面,成员主管支持感均值反映了主管对成员的整体支持水平,均值越大,主管总体支持水平越高,反之越小;成员主管支持感方差反映了主管对成员的公平性,方差越大,主管支持其成员的差别化程度越高,反之越是一视同仁。根据成员主管支持感水平和差别化程度两维度,本文把团队分成四类:公平支持型(高均值-低方差)、差别支持型(高均值-高方差)、支持贫乏但公平型(低均值-低方差)和支持贫乏且不公型(低均值-高方差)。与已有文献的单一视角不同,本文基于社会交换理论的互惠与公平两个视角,认为公平支持型团队的知识分享程度最高,从而团队创造力最高。来自65个高新技术企业301个工作团队的数据支持了本文假设。本文不仅进一步拓展了差异化领导行为研究,而且揭示了领导行为影响团队创造力的知识分享机制。
To explore differentiated leadership behavior and its impact on team creativity is the forefront of leadership and team research. At the team level, the mean of supportiveness of supervisors reflects the overall level of supervisor’s support to members. The larger the average, the higher the overall supervisor’s support level, and vice versa. The supervisor’s supportive variance reflects the supervisor’s fairness to members. The variance Large, supervisors support the higher the degree of differentiation of their members, on the contrary the more it is treated equally. According to the two dimensions of executive support and differentiation, the paper divides the team into four groups: fair support (high mean - low variance), differential support (high mean - high variance), support poor but fair (low mean - low variance) and support for poor and unjust (low mean - high variance). Different from the single perspective of the existing literature, this paper, based on the social exchange theory of reciprocity and fairness, considers that fair supportive teams have the highest level of knowledge sharing and the highest team creativity. The data from 301 work teams of 65 high-tech companies supported the hypotheses in this article. This article not only further expands the research on differentiated leadership behavior, but also reveals the knowledge sharing mechanism that leadership behavior influences team creativity.