授权和指导领导和负责:员工内在动机的调节作用

IF 3.1 4区 管理学 Q2 MANAGEMENT
Seckyoung Loretta Kim, Seokhwa Yun, Minyoung Cheong
{"title":"授权和指导领导和负责:员工内在动机的调节作用","authors":"Seckyoung Loretta Kim, Seokhwa Yun, Minyoung Cheong","doi":"10.1108/jmp-10-2022-0518","DOIUrl":null,"url":null,"abstract":"PurposeThis study aims to investigate the associations among different leadership styles and employees' taking charge. Applying Person–Environment (P-E) fit theory, the current study further explores employees' intrinsic motivation as an important individual factor that possibly moderates the hypothesized relationships.Design/methodology/approachIn this field study, 212 supervisor–employee matched multi-source data were collected from multiple organizations located in South Korea. Data were analyzed with multiple hierarchical regression.FindingsEmpowering leadership is positively related to employees' taking charge, whereas directive leadership is negatively associated with it. Results of the current study further support that intrinsically motivated employees exhibit more taking charge when their leader shows empowering leadership but reduce their taking charge when their leader demonstrates directive leadership.Research limitations/implicationsThe current empirical results could not infer causality due to a cross-sectional research design.Practical implicationsOrganizations should develop and embrace empowering leadership if the employees' self-started and change-oriented behavior, taking charge, is particularly critical to fostering organizational effectiveness.Originality/valueThis study extends the literature on leadership and employee proactivity by examining different leadership styles as predictors of employees' taking charge. Based on the current study results, empowering leadership could work as a facilitator and directive leadership as a barrier to employees' taking charge.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.1000,"publicationDate":"2023-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":"{\"title\":\"Empowering and directive leadership and taking charge: a moderating role of employee intrinsic motivation\",\"authors\":\"Seckyoung Loretta Kim, Seokhwa Yun, Minyoung Cheong\",\"doi\":\"10.1108/jmp-10-2022-0518\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"PurposeThis study aims to investigate the associations among different leadership styles and employees' taking charge. Applying Person–Environment (P-E) fit theory, the current study further explores employees' intrinsic motivation as an important individual factor that possibly moderates the hypothesized relationships.Design/methodology/approachIn this field study, 212 supervisor–employee matched multi-source data were collected from multiple organizations located in South Korea. Data were analyzed with multiple hierarchical regression.FindingsEmpowering leadership is positively related to employees' taking charge, whereas directive leadership is negatively associated with it. Results of the current study further support that intrinsically motivated employees exhibit more taking charge when their leader shows empowering leadership but reduce their taking charge when their leader demonstrates directive leadership.Research limitations/implicationsThe current empirical results could not infer causality due to a cross-sectional research design.Practical implicationsOrganizations should develop and embrace empowering leadership if the employees' self-started and change-oriented behavior, taking charge, is particularly critical to fostering organizational effectiveness.Originality/valueThis study extends the literature on leadership and employee proactivity by examining different leadership styles as predictors of employees' taking charge. Based on the current study results, empowering leadership could work as a facilitator and directive leadership as a barrier to employees' taking charge.\",\"PeriodicalId\":48247,\"journal\":{\"name\":\"Journal of Managerial Psychology\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.1000,\"publicationDate\":\"2023-07-18\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"1\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Managerial Psychology\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1108/jmp-10-2022-0518\",\"RegionNum\":4,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Managerial Psychology","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/jmp-10-2022-0518","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 1

摘要

目的探讨不同领导风格对员工负责感的影响。本研究运用人-环境(P-E)契合理论,进一步探讨了员工的内在动机作为一个重要的个体因素,可能会调节假设的关系。设计/方法/方法在这项实地研究中,从韩国的多个组织收集了212个主管-员工匹配的多源数据。数据采用多元层次回归分析。发现权力型领导与员工负责正相关,而指示型领导与员工负责负相关。本研究的结果进一步支持了内在激励型员工在领导者表现为授权型领导时表现出更多的负责感,而在领导者表现为指示型领导时则表现出较少的负责感。研究局限性/启示:由于横断面研究设计,目前的实证结果不能推断因果关系。实践启示如果员工的自我启动和变革导向的行为,负责,对促进组织效率特别重要,组织应该发展和接受授权领导。原创性/价值本研究通过考察不同的领导风格作为员工负责的预测因素,扩展了关于领导和员工主动性的文献。从目前的研究结果来看,授权型领导可以起到促进作用,指令性领导可以起到阻碍员工负责的作用。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Empowering and directive leadership and taking charge: a moderating role of employee intrinsic motivation
PurposeThis study aims to investigate the associations among different leadership styles and employees' taking charge. Applying Person–Environment (P-E) fit theory, the current study further explores employees' intrinsic motivation as an important individual factor that possibly moderates the hypothesized relationships.Design/methodology/approachIn this field study, 212 supervisor–employee matched multi-source data were collected from multiple organizations located in South Korea. Data were analyzed with multiple hierarchical regression.FindingsEmpowering leadership is positively related to employees' taking charge, whereas directive leadership is negatively associated with it. Results of the current study further support that intrinsically motivated employees exhibit more taking charge when their leader shows empowering leadership but reduce their taking charge when their leader demonstrates directive leadership.Research limitations/implicationsThe current empirical results could not infer causality due to a cross-sectional research design.Practical implicationsOrganizations should develop and embrace empowering leadership if the employees' self-started and change-oriented behavior, taking charge, is particularly critical to fostering organizational effectiveness.Originality/valueThis study extends the literature on leadership and employee proactivity by examining different leadership styles as predictors of employees' taking charge. Based on the current study results, empowering leadership could work as a facilitator and directive leadership as a barrier to employees' taking charge.
求助全文
通过发布文献求助,成功后即可免费获取论文全文。 去求助
来源期刊
CiteScore
5.50
自引率
6.20%
发文量
26
期刊介绍: ■Communication and its influence on action ■Developments in leadership styles ■How managers achieve success ■How work design affects job motivation ■Influences on managerial priorities and time allocation ■Managing conflicts ■The decision-making process in Eastern and Western business cultures
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
确定
请完成安全验证×
copy
已复制链接
快去分享给好友吧!
我知道了
右上角分享
点击右上角分享
0
联系我们:info@booksci.cn Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。 Copyright © 2023 布克学术 All rights reserved.
京ICP备2023020795号-1
ghs 京公网安备 11010802042870号
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术官方微信