冲击后:谦卑的领导力改善了员工在冲击事件后的调整
Grace Mele-Cormier1, Daniel M Cable2, Sergey Gorbatov3
1Department of Organizational Behavior, Harvard Business School, Harvard University.
The Journal of applied psychology
|July 24, 2025
概括
谦卑的领导者帮助员工通过肯定他们的经验和授予自主权来导航破坏性冲击事件. 这种方法减少了员工流动,并在COVID-19流行病等危机后提高了绩效.
科学领域:
- 组织行为 组织行为
- 心理学 心理学 心理学
- 管理 管理 管理 管理
背景情况:
- 冲击事件显著扰乱员工绩效,增加营业额风险.
- 有限的研究存在于领导层在后震动员工调整中的作用.
- 对于研究组织应对措施而言,COVID-19大流行是一个关键的,广泛的冲击事件.
研究的目的:
- 调查领导者如何促进员工在重大冲击事件后的调整和适应.
- 提出和测试一个理论模型,将谦卑的领导力与震荡后积极的员工结果联系起来.
- 检查确认员工经验和授予自主权的调解角色.
主要方法:
- 两项多源实地研究与2392名参与者进行.
- 该研究利用社会化文献来开发理论命题.
- 数据分析检查了谦卑的领导,调整行为和员工结果之间的关系.
主要成果:
- 谦卑的领导力与肯定员工与冲击有关的经历有积极的关联.
- 谦卑的领导力与给予员工在后震工作中的自主性有关.
- 这些领导行为调解了谦卑的领导对减少营业额和提高绩效的积极影响.
结论:
- 谦卑的领导力是减轻震惊事件对员工的负面影响的关键因素.
- 肯定员工经验和提供自主权是谦卑的领导者促进调整的关键机制.
- 组织应培养谦卑的领导力,以提高危机期间和之后的弹性和绩效.
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