摘要
随着商业环境日益复杂,团队愈来愈需要打破思维定势,提出新颖实用的想法创造性地解决工作难题。尽管现有研究表明领导者对团队创造力具有关键性影响,但对于工作狂领导与团队创造力之间的关系却鲜有关注。鉴于此,本研究基于资源保存理论与领导替代理论,探讨工作狂领导对团队创造力的影响效果,并挖掘其内在影响机制以及作用边界条件。通过对一家通讯技术企业进行多时点、多来源的问卷调查,结果表明:工作狂领导对团队创造力具有显著的负向影响;团队心理脱离与团队边界跨越行为在其中起中介作用;团队工作自主性调节了工作狂领导与团队心理脱离之间的负向关系,即团队工作自主性越低,该负向关系越强;此外,团队工作自主性还调节了工作狂领导与团队边界跨越行为之间的负向关系,当团队工作自主性较低时,该负向关系更强。
Leader workaholism refers to the leader’s addition to work,manifesting as an inner drive to work compulsively and excessively.Due to the fierce marketing competition and the emerging overwork climate,leader workaholism has gradually become a common organizational phenomenon,which arouses extensive attention from organizational behavior scholars and enterprise managers.Despite progress devoted to understanding the outcomes of leader workaholism in organizations,there are two major limitations in the literature.First,as for the effectiveness of leader workaholism,researchers mostly centered on the effects of leader workaholism on performance,while ignoring its potential effects on creativity.Second,previous leader workaholism literature paid scant attention to the team level phenomenon,and it remains unclear whether and how workaholic leaders exert their influences on the working team.To address these critical research gaps,the current research aims to investigate the impact of leader workaholism on team creativity and to reveal the mechanisms and boundary conditions underlying it.Based on the conservation of resource theory,we propose that leader workaholism would influence team creativity through two distinct mechanisms:on the one hand,leader workaholism would decrease team psychological detachment and then impair team creativity.On the other hand,leader workaholism may also impede team boundary spanning behavior and further undermine team creativity.In addition,drawing on leadership substitution theory,we also expect that team job autonomy could mitigate the negative effects of leader workaholism.We conducted a multi-time and multi-source questionnaire survey on a communication technology enterprise in Beijing.With the help of the human resource management department,we invited team leaders and their corresponding team members to participate in our survey.Before collecting the data,all participants were assured that responses would be confidential and only used for academic research.In Wave 1,the team leader r
作者
李全
佘卓霖
杨百寅
LI Quan;SHE Zhuolin;YANG Baiyin(Business School,Nankai University,Tianjin 300071,China;School of Public Administration and Policy,Renmin University of China,Beijing 100872,China;School of Economics and Management,Tsinghua University,Beijing 100084,China)
出处
《科学学与科学技术管理》
CSSCI
CSCD
北大核心
2021年第2期146-160,共15页
Science of Science and Management of S.& T.
基金
国家自然科学基金青年项目(72002108)。
