领导授权行为和下属授权期望匹配对工作绩效的影响

Influence of Congruence of Leader Empowerment Behaviors and Subordinates Empowerment Expectations on Subordinates’ Work Performance

摘要:

以往绝大多数研究探讨了领导授权行为对下属的影响，却忽略了下属视角期望的影响。为此，基于内隐领导理论和期望理论，从二元的视角探究了“领导授权行为”和“下属授权期望”匹配状况对下属工作绩效的影响，并构建了领导授权行为和下属授权期望通过工作投入影响下属工作绩效的理论模型，以试图弥补现有研究忽略下属作用的不足。通过多项式回归与响应面分析，对来自4个城市6家公司收集的168对领导-下属配对数据进行分析，研究表明：①领导授权行为和下属授权期望有4种匹配情况，领导授权行为和下属授权期望一致时，对下属工作绩效的积极影响高于匹配不一致的情形。②当匹配一致时，“领导高-下属高”比“领导低-下属低”时对下属工作绩效的积极作用更显著。③当匹配不一致时，“领导低-下属高”比“领导高-下属低”时对下属工作绩效的积极影响更大。④工作投入在领导授权行为和下属授权期望匹配和工作绩效之间起中介作用。

Abstract:

Most studies have discussed the impact of empowerment leadership on subordinates behaviors， but ignored the impact of subordinates' expectations. So this paper based on implicit leadership theory and expectation theory， discussed the impact of the congruence of “leader empowerment behavior” and “follower empowerment expectation” on followers’ work performance from a dual perspective. Constructed a theoretical mode of work engagement mediates between the congruence of leadership empowerment behavior and followers’ empowerment expectation and work performance， in order to make up for the deficiency of ignoring the role of subordinates. Through polynomial regression and response surface analysis on a survey of 168 pairs of leaders and followers from 6 enterprises in 4 cities， the findings are as follows： ① there are four matching situations between “leader empowerment behavior” and “follower empowerment expectation”. The congruence of leadership empowerment behavior and followers’ empowerment expectation has more positive impact on followers’ work performance than mismatching. ② when the match is consistent， “leader high empowerment-follower high expectation” has more significant positive effect than “leader low empowerment-follower low expectation”. ③ when the matching is not consistent， “leader low empowerment-follower high expectation” has more significant positive effect than “leader high empowerment-follower low expectation” on the followers’ work performance. ④ work engagement mediates between the congruence of leadership empowerment behavior and followers’ empowerment expectation and work performance.