变革型领导与交易型领导与创新行为心理授权的中介作用详细分解.docVIP

Transformational and transactional leadership and innovative behavior: The moderating role of psychological Empowerment 变革型领导与交易型领导与创新行为心理授权的中介作用Innovative behavior is increasingly important for organizations’ survival. Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relation-ship is scarce and inconsistent. Addressing this issue, we propose that follower psychological empowerment moderates the relationship of transformational and transactional leadership with follower innovative behavior. In a field study with 230 employees of a government agency in the Netherlands combining multisource ratings, we show that transformational leadership is positively related to innovative behavior only when psychological empowerment is high, where as transactional leadership has a negative relationship with innovative behavior only under these conditions. 创新行为对组织的生存越来越重要。变革型领导，相对于交易型领导来说， 被认为在鼓励下属产生创新行为方面跟有效。然而，这种关系的实验证据是稀缺的和不一致的。解决这一问题，我们推测下属心理授权会使减弱 变革型领导、交易型领导与追随者的创新行为的关系。在一个领域的研究结合多源评估在荷兰的一个政府机构，230名员工，我们表明，变革型领导与创新行为，只有当心理授权高时呈正相关；而交易型领导与创新行为有负相关关系，只有在这些条件下。 Innovative behavior of employees is of great significance to organizational effectiveness and survival (Oldham Cummings, 1996; Scott Bruce, 1994; Shalley, 1995; West, Hirst, Richter, Shipton, 2004; Woodman, Sawyer, Griffin, 1993). Especially in today’s rapidly changing business environment it is more and more important to be able to achieve a competitive advantage. Because employees think of and implement innovative endeavors (Amabile, 1996), identifying how management can affect the innovative behaviors of these employees holds the promise of gaining a competitive edge. Therefore, not surprisingly, an important question for leadership research and practice is how leadership may stimulate employee innovative behavior. 员工的创新行为的组织效能和生存的重大意义（Oldham 卡明斯，1996；史葛布鲁斯，1994；1995；sh