摘要
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。
Research on differentiated leadership and team creativity is the frontier in the area of organizational behavior. Extant research has began to focus either on the effects of differentiated leader-member exchange （LMX） or on the differentiated transformational leadership. However, the differentiated effects of this kind of leadership have not been fully elaborated by the existing literature. In line with this stream of investigation, we move forward by extending that perceived supervisor support （PSS） by employees is a typical reflection of team leadership. At the team level, the average of supervisor support perceived by the team members reflects the level of support provided by the team leader; the standard deviation （SD） of perceived supervisor support reflects the distribution of support offered by the team leader among the members, which means that the higher SD the lower justice within the team. While the mean reflects the reciprocity logic of the social exchange theory, the SD reflects the justice logic. Using the two dimensions of mean and differentiation of supervisor support, we conceptualized perceived supervisor support at team-level and then classified teams into four different types： fairly high support （high-mean and low- SD） , differentiated high support （high-mean and high-SD）, fairly low support （low-mean and low-SD）, and differentiated low support （low-mean and high-SD）. Integrating the two perspectives of reciprocity and justice, we hypothesize that fairly high support teams have the highest level of team creativity relative to the other three types of teams. Furthermore, we investigated the mechanism by which differentiated PSS influences team creativity. Because team creativity is not a simple aggregation of its member＇ s knowledge or perspective but rather a composition process which involve integration and elaboration of members＇ diverse knowledge and perspective, therefore we argue that the knowledge sharing among team members plays a mediation role between the relationship of team-level differentiated PSS and team creativity. On the one hand, the high level of team PSS gives the opportunities and capabilities to members to exchange their knowledge, especially their implicit knowledge; On the other hand, the low differentiation of team PSS inspires motivations among team members to share information. Based on the above argument, the fairly high support teams have the highest level of knowledge sharing among the team members which may in turn lead the highest level of team creativity. We use a cross-sectional onsite survey data from 301 teams of 65 high-technology companies to test our hypotheses. The sample is randomly drawn from a population of 2043 accredited high-technology firms in a province located in the eastern China. The rate of return is approximate to 96 percent due to onsite data collection. We administrate independent and dependent variables to different sources in order to eliminate possible common method bias. Team members report perceived supervisor support and team knowledge sharing, and the firm＇ s human resources management manager assesses team creativity. To rule out alternative explanations, we also control the effects of the team size, team gender ratio, average tenure, age, and education level of team members on team creativity. We use structural equation model （SEM） to test our model. The results show that the model of full mediation of team knowledge sharing fit the data best. And the results confirm the three hypotheses. We contribute to differentiated leadership literature and team creativity research. First, the reeonceptualization of PSS at the team level contributes to leadership literature by expanding the conceptual boundary of the differentiated leadership. Beyond the LMX and transformational leadership, we argue that the unequal support perceived by the team members also reflects one type of differentiated leadership. Second and more important, we find that the team level differentiated PSS influences team creativity through team knowledge sharing. This contributes to the team creativity literature by opening the ＂black box＂ through which differentiated leadership influences team creativity. We also have implications to management practices. We suggest that the team leaders should not only provide his or her team members with support but also deliver it in an equal way. Only doing both can inspire the highest level motivation of team knowledge sharing among team members and subsequently lead to the highest creativity.
出处
《经济管理》
CSSCI
北大核心
2013年第1期70-79,共10页
Business and Management Journal ( BMJ )
基金
国家自然科学基金项目"岗位层次的雇佣关系与员工态度
绩效关系的纵向研究"(70872045)
关键词
主管支持感
团队知识分享
团队创造力
团队
perceived supervisor support
team knowledge sharing
team creativity
team
