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赋权领导力和团队即兴:通过AMO理论的透视来研究团队级别的研究
Shihan Zhang1, Jing Zhang2, Bingnan Xia3
1School of Business Administration (MBA), Zhejiang Gongshang University, Hangzhou, 310018, China.
Acta psychologica
|October 11, 2025
概括
赋权领导力通过培养团队的有效性,识别和自主性来增强团队即兴化. 避免错误的文化可以阻碍这些积极影响,特别是影响团队的识别和自主性.
科学领域:
- 组织行为 组织行为
- 团队动力学 团队动力学
- 领导力研究 领导力研究
背景情况:
- 团队即兴创作对于组织在动态环境中的生存至关重要.
- 了解激活团队即兴创作的因素是一个重要的研究领域.
- 赋权领导力被认为是团队即兴创作的关键驱动力.
研究的目的:
- 调查授权领导在促进团队即兴创作的作用.
- 检查团队有效性,团队识别和团队工作自主性的调解机制 (AMO理论).
- 探索错误厌恶文化对增强领导力和团队即兴化关系的温和效应.
主要方法:
- 在78个团队 (330名员工) 的样本上进行了团队级分析.
- 使用的统计软件包括Mplus,SPSS和STATA.
- 这项研究采用了能力-动机-机会 (AMO) 框架.
主要成果:
- 赋予领导权力显著促进了团队即兴创作.
- 团队有效性,团队认同和团队工作自主性调解了这种关系.
- 避免错误的文化会对团队识别和团队工作自主性的影响产生负面影响.
结论:
- 赋权领导力对于通过能力,动机和机会途径增强团队即兴化至关重要.
- 避免错误的文化对促进即兴创作的领导力赋权的有效性提出了上下文挑战.
- 该研究通过解释调解机制和调节因素,丰富了团队即兴表演文献.
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