谦逊领导对个人——团队匹配的影响及其作用机制研究
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摘要
综合社会学习理论和最佳区分性理论两种视角,引入团队成员交换为中介变量,检验谦逊领导对个人—团队匹配的作用机制。基于对52个项目团队277名成员的问卷调查,研究发现:谦逊领导对员工团队成员交换有着积极影响,团队成员交换对个人—团队匹配(一致性匹配、互补性匹配)有着积极影响;团队成员交换在谦逊领导与个人—团队匹配(一致性匹配、互补性匹配)之间起中介作用。研究结果丰富了谦逊领导、团队成员交换、个人—团队匹配领域的研究,并对组织管理实践有一定启示作用。
Based on the social learning theory and the optimal distinctiveness theory, it examined the mediating role of team member exchange on the relationship between humble leadership and person-team fit. It used the data collected from 277 team members to test the model. According to the empirical results, several findings are as follows: humble leadership has a significantly positive effect on team member exchange; team member exchange has significantly positive effects on supplementary fit and complementary fit respectively; team member exchange mediates the relationship between humble leadership and person-team fit. It enriches the literatures of humble leadership, team member exchange and person-team fit. Besides, the findings have practical significance for business managers.
Based on the social learning theory and the optimal distinctiveness theory, it examined the mediating role of team member exchange on the relationship between humble leadership and person-team fit. It used the data collected from 277 team members to test the model. According to the empirical results, several findings are as follows: humble leadership has a significantly positive effect on team member exchange; team member exchange has significantly positive effects on supplementary fit and complementary fit respectively; team member exchange mediates the relationship between humble leadership and person-team fit. It enriches the literatures of humble leadership, team member exchange and person-team fit. Besides, the findings have practical significance for business managers.
引文
[1] MATHIEU J, MAYNARD M T, RAPP T, et al. Team effectiveness 1997—2007:a review of recent advancements and a glimpse into the future[J]. Journal of Management, 2008, 34(3):410-476.
[2]张钢,乐晨.团队有效性研究新进展:团队适应研究综述[J].科技进步与对策, 2017(1):154-160.
[3] ALLEN N J, HECHT T D. The‘romance of teams’:toward an understanding of its psychological underpinnings and implications[J]. Journal of Occupational and Organizational Psychology, 2004, 77(4):439-461.
[4]赵祁,李锋.团队领导与团队有效性:基于社会认同理论的多层次研究[J].心理科学进展, 2016, 24(11):1677-1689.
[5]蔡地,马金鹏,孙艳,等.领导越谦卑,团队越有效?———地位冲突的中介作用[J].外国经济与管理, 2018,40(7):129-141.
[6] KRISTOF A L. Person-organization fit:an integrative review of its conceptualizations, measurement, and implications[J]. Personnel Psychology, 1996, 49(1):1-49.
[7] WERBEL J D, JOHNSON D J. The use of person-group fit for employment selection:a missing link in personenvironment fit[J]. Human Resource Management, 2001, 40(3):227-240.
[8] MUCHINSKY P M, MONAHAN C J. What is person-environment congruence?Supplementary versus complementary models of fit[J]. Journal of Vocational Behavior, 1987, 31(3):268-277.
[9]马金鹏,蔡地,徐伟涛,等.求同存异的力量:“个人—团队匹配”的研究述评与未来展望[J].中国人力资源开发, 2018, 35(1):6-18.
[10] SEONG Y J, KRISTOF-BROWN A L. Testing multidimensional models of person-group fit[J]. Journal of Managerial Psychology, 2012, 27(6):536-556.
[11] SEONG J Y, CHOI J N. Effects of group-level fit on group conflict and performance:the initiating role of leader positive affect[J]. Group&Organization Management, 2014, 39(2):190-212.
[12] KRISTOF-BROWN A L, SEONG J Y, DEGEEST D S, et al. Collective fit perceptions:a multilevel investigation of person-group fit with individual-level and team-level outcomes[J]. Journal of Organizational Behavior, 2014,35(7):969-989.
[13] SEONG J Y, KRISTOF-BROWN A L, PARK W W, et al. Person-group fit:diversity antecedents, proximal outcomes, and performance at the group level[J]. Journal of Management, 2015, 41(4):1184-1213.
[14] DE COOMAN R, VANTILBORGH T, BAL M, et al. Creating inclusive teams through perceptions of supplementary and complementary person-team fit:examining the relationship between person-team fit and team effectiveness[J]. Group&Organization Management, 2016, 41(3):310-342.
[15] OWENS B P, JOHNSON M D, MITCHELL T R. Expressed humility in organizations:implications for performance, teams, and leadership[J]. Organization Science, 2013, 24(5):1517-1538.
[16] HEKMAN D. Modeling how to grow:an inductive examination of humble leader behaviors, outcomes, and contingencies[J]. Academy of Management Journal, 2012, 55(4):787-818.
[17]曲庆,何志婵,梅哲群.谦逊领导行为对领导有效性和员工组织认同影响的实证研究[J].中国软科学,2013(7):101-109.
[18]王碧英,杜欠欠.谦逊领导的研究述评与未来展望[J].中国人力资源开发, 2016(13):28-36.
[19] REGO A, OWENS B, KAI C Y, et al. Leader humility and team performance:exploring the mediating mechanisms of team psychological capital and task allocation effectiveness[J]. Journal of Management, 2017, 20(10):1-25.
[20] AARONS G A, EHRHART M G, TORRES E M, et al. The humble leader:association of discrepancies in leader and follower ratings of implementation leadership with organizational climate in mental health[J]. Psychiatric Services, 2016, 68(2):115-122.
[21]钱宝祥,蔡亚华,李立.个人团队匹配与团队创造力关系研究:团队认同的中介作用[J].科技进步与对策,2016, 33(18):134-139.
[22]蔡地,王悦,马金鹏.领导越包容,员工工作越主动?个人—团队匹配和权力距离的作用[J].预测, 2017, 36(5):1-7.
[23] KRISTOF-BROWN A L, STEVENS C K M, KEVIN R. Goal congruence in project teams:does the fit between members’personal mastery and performance goals matter?[J]. Journal of Applied Psychology, 2001, 86(6):1083-1095.
[24] KIM M S, KIM S Y, SHIN Y. Effects of gender similarity on relationships between person group value fit and work attitudes[J]. Asian Journal of Social Psychology, 2011, 14(1):1-14.
[25] CHOI H M, KIM W G, MCGINLEY S. The extension of the theory of person-organization fit toward hospitality migrant worker[J]. International Journal of Hospitality Management, 2017, 62(4):53-66.
[26] TUNG Y C, LIN Y P. Cross-level effects of deep-level diversity on person-group fit[J]. Journal of Business Studies Quarterly, 2015, 7(2):109-126.
[27] OWENS B P, HEKMAN D R. Modeling how to grow:an inductive examination of humble leader behaviors,contingencies, and outcomes[J]. Academy of Management Journal, 2012, 55(4):787-818.
[28] BANDURA A, WALTERS R H. Social learning theory[M]. New Jersey:Prentice-hall, 1977:33-52.
[29] WO D X H, AMBROSE M L, SCHMINKE M. What drives trickle-down effects?A test of multiple mediation processes[J]. Academy of Management Journal, 2015, 58(6):1848-1868.
[30] EBY L T, BUTTS M M, HOFFMAN B J, et al. Cross-lagged relations between mentoring received from supervisors and employee OCBs:disentangling causal direction and identifying boundary conditions[J]. Journal of Applied Psychology, 2015, 100(4):1275-1285.
[31] SCHAUBROECK J M, SHEN Y, CHONG S. A dual-stage moderated mediation model linking authoritarian leadership to follower outcomes[J]. Journal of Applied Psychology, 2016, 102(2):203-214.
[32] SUN R, WANG W. Transformational leadership, employee turnover intention, and actual voluntary turnover in public organizations[J]. Public Management Review, 2017, 19(8):1124-1141.
[33] BAVIK A, BAVIK Y, TANG P M, et al. Servant leadership, employee job crafting, and citizenship behaviors:a cross-level investigation[J]. Cornell Hospitality Quarterly, 2017, 58(4):364-373.
[34] SEERS A, PETTY M M, CASHMAN J F. Team-member exchange under team and traditional management a naturally occurring quasi-experiment[J]. Group&Organization Management, 1995, 20(1):18-38.
[35] MORRISON E W, WHEELER-SMITH S L, KAMDAR D. Speaking up in groups:a cross-level study of group voice climate and voice[J]. Journal of Applied Psychology, 2011, 96(1):183-191.
[36]陈曦,宋合义,薛贤.价值认同对程序公平与组织公民行为之间关系的作用研究[J].科学学与科学技术管理, 2012, 33(9):135-144.
[37] MURPHY S M, WAYNE S J, LIDEN R C, et al. Understanding social loafing:the role of justice perceptions and exchange relationships[J]. Human Relations, 2003, 56(1):61-84.
[38] BREWER M B. The social self:on being the same and different at the same time[J]. Personality and Social Psychology Bulletin, 1991, 17(5):475-482.
[39]邹文篪,刘佳.团队中的“我为人人,人人为我”———团队—成员交换研究述评[J].心理科学进展, 2011, 19(8):1193-1204.
[40]祁大伟,吴晓丹.“良师益友”能留住员工吗?———领导者情绪智力、团队成员交换对员工离职意向的跨文化研究[J].中国人力资源开发, 2015, 32(9):56-61.
[41] FARMER S M, VAN D L, KAMDAR D. The contextualized self:how team-member exchange leads to coworker identification and helping OCB[J]. Journal of Applied Psychology, 2015, 100(2):583-595.
[42]张燕红,廖建桥.团队真实型领导、新员工反馈寻求行为与社会化结果[J].管理科学, 2015, 28(2):126-136.
[43] PODSAKOFF P M, MACKENZIE S B, LEE T-Y, et al. Common method biases in behavioral research:a critical review of the literature and recommended remedies[J]. Journal of Applied Psychology, 2003, 88(5):879-903.
[44] MARTIN R, GUILLAUME Y, THOMAS G, et al. Leader member exchange(LMX)and performance:a meta analytic review[J]. Personnel Psychology, 2016, 69(1):67-121.
[45] SEERS A. Team-member exchange quality:a new construct for role-making research[J]. Organizational Behavior and Human Decision Processes, 1989, 43(1):118-135.
[46] LIDEN R C, WAYNE S J, SPARROWE R T. An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes[J]. Journal of Applied Psychology, 2000, 85(3):407-416.
[47] LOVE M S, FORRET M. Exchange relationships at work:an examination of the relationship between team member exchange and supervisor reports of organizational citizenship behavior[J]. Journal of Leadership&Organizational Studies, 2008, 14(4):342-352.
[2]张钢,乐晨.团队有效性研究新进展:团队适应研究综述[J].科技进步与对策, 2017(1):154-160.
[3] ALLEN N J, HECHT T D. The‘romance of teams’:toward an understanding of its psychological underpinnings and implications[J]. Journal of Occupational and Organizational Psychology, 2004, 77(4):439-461.
[4]赵祁,李锋.团队领导与团队有效性:基于社会认同理论的多层次研究[J].心理科学进展, 2016, 24(11):1677-1689.
[5]蔡地,马金鹏,孙艳,等.领导越谦卑,团队越有效?———地位冲突的中介作用[J].外国经济与管理, 2018,40(7):129-141.
[6] KRISTOF A L. Person-organization fit:an integrative review of its conceptualizations, measurement, and implications[J]. Personnel Psychology, 1996, 49(1):1-49.
[7] WERBEL J D, JOHNSON D J. The use of person-group fit for employment selection:a missing link in personenvironment fit[J]. Human Resource Management, 2001, 40(3):227-240.
[8] MUCHINSKY P M, MONAHAN C J. What is person-environment congruence?Supplementary versus complementary models of fit[J]. Journal of Vocational Behavior, 1987, 31(3):268-277.
[9]马金鹏,蔡地,徐伟涛,等.求同存异的力量:“个人—团队匹配”的研究述评与未来展望[J].中国人力资源开发, 2018, 35(1):6-18.
[10] SEONG Y J, KRISTOF-BROWN A L. Testing multidimensional models of person-group fit[J]. Journal of Managerial Psychology, 2012, 27(6):536-556.
[11] SEONG J Y, CHOI J N. Effects of group-level fit on group conflict and performance:the initiating role of leader positive affect[J]. Group&Organization Management, 2014, 39(2):190-212.
[12] KRISTOF-BROWN A L, SEONG J Y, DEGEEST D S, et al. Collective fit perceptions:a multilevel investigation of person-group fit with individual-level and team-level outcomes[J]. Journal of Organizational Behavior, 2014,35(7):969-989.
[13] SEONG J Y, KRISTOF-BROWN A L, PARK W W, et al. Person-group fit:diversity antecedents, proximal outcomes, and performance at the group level[J]. Journal of Management, 2015, 41(4):1184-1213.
[14] DE COOMAN R, VANTILBORGH T, BAL M, et al. Creating inclusive teams through perceptions of supplementary and complementary person-team fit:examining the relationship between person-team fit and team effectiveness[J]. Group&Organization Management, 2016, 41(3):310-342.
[15] OWENS B P, JOHNSON M D, MITCHELL T R. Expressed humility in organizations:implications for performance, teams, and leadership[J]. Organization Science, 2013, 24(5):1517-1538.
[16] HEKMAN D. Modeling how to grow:an inductive examination of humble leader behaviors, outcomes, and contingencies[J]. Academy of Management Journal, 2012, 55(4):787-818.
[17]曲庆,何志婵,梅哲群.谦逊领导行为对领导有效性和员工组织认同影响的实证研究[J].中国软科学,2013(7):101-109.
[18]王碧英,杜欠欠.谦逊领导的研究述评与未来展望[J].中国人力资源开发, 2016(13):28-36.
[19] REGO A, OWENS B, KAI C Y, et al. Leader humility and team performance:exploring the mediating mechanisms of team psychological capital and task allocation effectiveness[J]. Journal of Management, 2017, 20(10):1-25.
[20] AARONS G A, EHRHART M G, TORRES E M, et al. The humble leader:association of discrepancies in leader and follower ratings of implementation leadership with organizational climate in mental health[J]. Psychiatric Services, 2016, 68(2):115-122.
[21]钱宝祥,蔡亚华,李立.个人团队匹配与团队创造力关系研究:团队认同的中介作用[J].科技进步与对策,2016, 33(18):134-139.
[22]蔡地,王悦,马金鹏.领导越包容,员工工作越主动?个人—团队匹配和权力距离的作用[J].预测, 2017, 36(5):1-7.
[23] KRISTOF-BROWN A L, STEVENS C K M, KEVIN R. Goal congruence in project teams:does the fit between members’personal mastery and performance goals matter?[J]. Journal of Applied Psychology, 2001, 86(6):1083-1095.
[24] KIM M S, KIM S Y, SHIN Y. Effects of gender similarity on relationships between person group value fit and work attitudes[J]. Asian Journal of Social Psychology, 2011, 14(1):1-14.
[25] CHOI H M, KIM W G, MCGINLEY S. The extension of the theory of person-organization fit toward hospitality migrant worker[J]. International Journal of Hospitality Management, 2017, 62(4):53-66.
[26] TUNG Y C, LIN Y P. Cross-level effects of deep-level diversity on person-group fit[J]. Journal of Business Studies Quarterly, 2015, 7(2):109-126.
[27] OWENS B P, HEKMAN D R. Modeling how to grow:an inductive examination of humble leader behaviors,contingencies, and outcomes[J]. Academy of Management Journal, 2012, 55(4):787-818.
[28] BANDURA A, WALTERS R H. Social learning theory[M]. New Jersey:Prentice-hall, 1977:33-52.
[29] WO D X H, AMBROSE M L, SCHMINKE M. What drives trickle-down effects?A test of multiple mediation processes[J]. Academy of Management Journal, 2015, 58(6):1848-1868.
[30] EBY L T, BUTTS M M, HOFFMAN B J, et al. Cross-lagged relations between mentoring received from supervisors and employee OCBs:disentangling causal direction and identifying boundary conditions[J]. Journal of Applied Psychology, 2015, 100(4):1275-1285.
[31] SCHAUBROECK J M, SHEN Y, CHONG S. A dual-stage moderated mediation model linking authoritarian leadership to follower outcomes[J]. Journal of Applied Psychology, 2016, 102(2):203-214.
[32] SUN R, WANG W. Transformational leadership, employee turnover intention, and actual voluntary turnover in public organizations[J]. Public Management Review, 2017, 19(8):1124-1141.
[33] BAVIK A, BAVIK Y, TANG P M, et al. Servant leadership, employee job crafting, and citizenship behaviors:a cross-level investigation[J]. Cornell Hospitality Quarterly, 2017, 58(4):364-373.
[34] SEERS A, PETTY M M, CASHMAN J F. Team-member exchange under team and traditional management a naturally occurring quasi-experiment[J]. Group&Organization Management, 1995, 20(1):18-38.
[35] MORRISON E W, WHEELER-SMITH S L, KAMDAR D. Speaking up in groups:a cross-level study of group voice climate and voice[J]. Journal of Applied Psychology, 2011, 96(1):183-191.
[36]陈曦,宋合义,薛贤.价值认同对程序公平与组织公民行为之间关系的作用研究[J].科学学与科学技术管理, 2012, 33(9):135-144.
[37] MURPHY S M, WAYNE S J, LIDEN R C, et al. Understanding social loafing:the role of justice perceptions and exchange relationships[J]. Human Relations, 2003, 56(1):61-84.
[38] BREWER M B. The social self:on being the same and different at the same time[J]. Personality and Social Psychology Bulletin, 1991, 17(5):475-482.
[39]邹文篪,刘佳.团队中的“我为人人,人人为我”———团队—成员交换研究述评[J].心理科学进展, 2011, 19(8):1193-1204.
[40]祁大伟,吴晓丹.“良师益友”能留住员工吗?———领导者情绪智力、团队成员交换对员工离职意向的跨文化研究[J].中国人力资源开发, 2015, 32(9):56-61.
[41] FARMER S M, VAN D L, KAMDAR D. The contextualized self:how team-member exchange leads to coworker identification and helping OCB[J]. Journal of Applied Psychology, 2015, 100(2):583-595.
[42]张燕红,廖建桥.团队真实型领导、新员工反馈寻求行为与社会化结果[J].管理科学, 2015, 28(2):126-136.
[43] PODSAKOFF P M, MACKENZIE S B, LEE T-Y, et al. Common method biases in behavioral research:a critical review of the literature and recommended remedies[J]. Journal of Applied Psychology, 2003, 88(5):879-903.
[44] MARTIN R, GUILLAUME Y, THOMAS G, et al. Leader member exchange(LMX)and performance:a meta analytic review[J]. Personnel Psychology, 2016, 69(1):67-121.
[45] SEERS A. Team-member exchange quality:a new construct for role-making research[J]. Organizational Behavior and Human Decision Processes, 1989, 43(1):118-135.
[46] LIDEN R C, WAYNE S J, SPARROWE R T. An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes[J]. Journal of Applied Psychology, 2000, 85(3):407-416.
[47] LOVE M S, FORRET M. Exchange relationships at work:an examination of the relationship between team member exchange and supervisor reports of organizational citizenship behavior[J]. Journal of Leadership&Organizational Studies, 2008, 14(4):342-352.