尹奎,王崇锋,张凯丽

• 1:北京科技大学东凌经济管理学院
• 2:青岛大学商学院
• 3:上海交通大学安泰经济与管理学院

摘要(Abstract)：

领导替代理论是在路径—目标理论的基础上发展起来的用于解释领导行为与结果变量权变关系的理论框架,并通过突出情境因素的重要性与领导权变理论区别开来。该理论在提出后的几十年中,并未得到实证研究的广泛证实;同时,有限的实证研究也存在诸多缺陷,尚不足以否定该理论的意义。进入新世纪,随着组织扁平化与个体自我意识的觉醒,仅靠正式领导已无法充分激发个体、团队活力,领导替代理论也由此得到学者们的广泛关注。本文系统回顾了领导替代理论的发展、与以往领导理论的区别以及核心观点,总结了早期实证研究的不足,以便对领导替代理论有更清晰的认识。此外,本文系统归纳了当前实证研究探究的领导替代因素,以期为后续领导影响边界条件的识别与替代因素选择提供参考。未来可以从拓展领导层次、细化领导替代因素的作用类型、构建新型指导性框架、探索不同替代因素之间的协同效果等方面进一步深化与发展领导替代理论。

关键词(KeyWords)： 领导替代理论;路径—目标理论;替代因素

Abstract:

Keywords:

基金项目(Foundation): 国家社科基金项目(15BGL027)

作者(Author): 尹奎,王崇锋,张凯丽

DOI: 10.16538/j.cnki.fem.2017.11.005

参考文献(References)：

• [1]耿晓伟,郑全全.领导替代理论[J].人类工效学,2007,(3):70-71,73.
• [2]李劲松.领导伦理会有回报吗?--伦理型领导与员工绩效关系研究[J].经济管理,2013,(5):72-82.
• [3]李锐,田晓明,柳士顺.仁慈领导会增加员工的亲社会性规则违背吗?[J].心理学报,2015,(5):637-652.
• [4]刘蕴.道德型领导对员工帮助行为的影响机制--基于自我概念的视角[J].经济管理,2016,(1):84-93.
• [5]刘追,王德智.共享领导对领导力有效性的影响:领导替代的中介作用[J].领导科学,2015,(35):28-30.
• [6]马喜芳,颜世富.变革型领导一定比交易型领导更有效吗?CEO领导风格、组织激励对组织绩效的协同性研究[J].中国人力资源开发,2015,(19):47-55.
• [7]彭坚,王霄.与上司“心有灵犀”会让你的工作更出色吗?--追随原型一致性、工作投入与工作绩效[J].心理学报,2016,(9):1151-1162.
• [8]王雁飞,张静茹,林星驰,等.教练型领导行为研究现状与展望[J].外国经济与管理,2016,(5):44-57.
• [9]王桢,陈乐妮,李旭培.变革型领导与工作投入:基于情感视角的调节中介模型[J].管理评论,2015,(9):120-129,212.
• [10]魏峰,李然.伦理领导和核心自我评价对职业成功的影响[J].工业工程与管理,2016,(1):96-101,108.
• [11]许小东,王晓燕.领导替代:领导效用研究的新视角[J].中国人力资源开发,2008,(9):10-13.
• [12]尹奎,刘永仁,宋璐璐.领导友好关系管理(LRM)与员工情感承诺:LMX的中介与调节作用[J].管理工程学报,2016,(4):1-10.
• [13]章发旺,廖建桥.伦理型领导与员工越轨行为--一个多层次的调节模型[J].工业工程与管理,2016,(3):132-138.
• [14]张晓怿,王云峰,于巍.特定组织氛围研究述评与展望[J].外国经济与管理,2016,(9):64-79.
• [15]Avolio B J,Walumbwa F O,Weber T J.Leadership:Current theories,research,and future directions[J].Annual Review of Psychology,2008,60:421-49.
• [16]Biswas S.HR practices as a mediator between organizational culture and transformational leadership:Implications for employee performance[J].Psychological Studies,2009,54(2):114-123.
• [17]Carmen M M,Pereira,Gomes J F S.The strength of human resource practices and transformational leadership:Impact on organisational performance[J].International Journal of Human Resource Management,2012,23(20):4301-4318.
• [18]Chang Y Y.Strategic human resource management,transformational leadership organizational ambidexterity:Evidence from Taiwan[J].Asia Pacific Business Review,2015,21(4):517-533.
• [19]Chang Y Y.High-performance work systems,joint impact of transformational leadership,an empowerment climate and organizational ambidexterity[J].Journal of Organizational Change Management,2016,29(3):424-444.
• [20]Chuang P J,Chiu S F.When moral personality and moral ideology meet ethical leadership:A three-way interaction model[EB/OL].http://www.tandfonline.com/doi/abs/10.1080/10508422.2016.1229604,2016-08-30.
• [21]Clugston M,Howell J P,Dorfman P W.Does cultural socialization predict multiple bases and foci of commitment?[J].Journal of Management,2000,26(1):5-30.
• [22]Cole M S,Bruch H,Shamir B.Social distance as a moderator of the effects of transformational leadership:Both neutralizer and enhancer[J].Human Relations,2009,62(11):1697-1733.
• [23]Dionne S D,Yammarino F J,Atwater L E,et al.Neutralizing substitutes for leadership theory:Leadership effects and common-source bias[J].Journal of Applied Psychology,2002,87(3):454-464.
• [24]Dionne S D,Yammarino F J,Howell J P,et al.Substitutes for leadership,or not[J].The Leadership Quarterly,2005,16(1):169-193.
• [25]Doucet O,Lapalme M,Simard G,et al.High involvement management practices as leadership enhancers[J].International Journal of Manpower,2015,36(7):1058-1071.
• [26]Farh J L,Podsakoff P M,Cheng B S.Culture-free leadership effectiveness versus moderators of leadership behavior:An extension and test of Kerr and Jermier’s“substitutes for leadership”model in Taiwan[J].Journal of International BusinessStudies,1987,18(3):43-60.
• [27]Farh J L,Hackett R D,Liang J.Individual-level cultural values as moderators of perceived organizational support-employee outcome relationships in China:Comparing the effects of power distance and traditionality[J].Academy of Management Journal,2007,50(3):715-729.
• [28]Grant A M,Gino F,Hofmann D A.Reversing the extraverted leadership advantage:The role of employee proactivity[J].Academy of Management Journal,2011,54(3):528-550.
• [29]Hartnell C A,Kinicki A J,Lambert L S,et al.Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance?A test of competing predictions[J].Journal of Applied Psychology,2016,101(6):846-861.
• [30]Hogg M A.A social identity theory of leadership[J].Personality and Social Psychology Review,2001,5(3):184-200.
• [31]Hong Y,Liao H,Raub S,et al.What it takes to get proactive:An integrative multilevel model of the antecedents of personal initiative[J].Journal of Applied Psychology,2016,101(5):687-701.
• [32]House R J,Mitchell T R.Path-goal theory of leadership[J].Journal of Contemporary Business,1974,3(4):81-97.
• [33]Howard P W,Joyce W F.Substitutes for leadership:A statistical refinement[J].Academy of Management Proceedings,1982,(1):165-169.
• [34]Howell J P,Bowen D E,Dorfman P W,et al.Substitutes for leadership:Effective alternatives to ineffective leadership[J].Organizational Dynamics,1990,19(1):21-38.
• [35]Howell J P,Dorfman P W.Substitutes for leadership:Test of a construct[J].The Academy of Management Journal,1981,24(4):714-728.
• [36]Howell J P,Dorfman P W,Kerr S.Moderator variables in leadership research[J].The Academy of Management Review,1986,11(1):88-102.
• [37]Howell J M,Shamir B.The role of followers in the charismatic leadership process:Relationships and their consequences[J].Academy of Management Review,2005,30(1):96-112.
• [38]Hussain G,Wan Ismail W K,Rashid M A,et al.Substitutes for leadership:Alternative perspectives[J].Management Research Review,2016,39(5):546-568.
• [39]Jermier J M,Kerr S.“Substitutes for leadership:Their meaning and measurement”-Contextual recollections and current observations[J].The Leadership Quarterly,1997,8(2):95-101.
• [40]Jernigan E,Beggs J.Substitutes for leadership and job satisfaction:Is there a relationship?[J].Journal of Organizational Culture,Communications and Conflict,2010,14(2):97-106.
• [41]Jiang K F,Chuang C H,Chiao Y C.Developing collective customer knowledge and service climate:The interaction between service-oriented high-performance work systems and service leadership[J].Journal of Applied Psychology,2015,100(4):1089-1106.
• [42]Jiang W,Wang L L,Lin H.The role of cognitive processes and individual differences in the relationship between abusive supervision and employee career satisfaction[J].Personality and Individual Differences,2016,99:155-160.
• [43]Kerr S,Jermier J M.Substitutes for leadership:Their meaning and measurement[J].Organizational Behavior and Human Performance,1978,22(3):375-403.
• [44]Künzle B,Zala-Mez?E,Kolbe M,et al.Substitutes for leadership in anaesthesia teams and their impact on leadership effectiveness[J].European Journal of Work and Organizational Psychology,2010,19(5):505-531.
• [45]Kwon B,Farndale E,Park J G.Employee voice and work engagement:Macro,meso,and micro-level drivers of convergence?[J].Human Resource Management Review,2016,26(4):327-337.
• [46]Li N,Chiaburu D S,Kirkman B L,et al.Spotlight on the followers:An examination of moderators of relationships between transformational leadership and subordinates’citizenship and taking charge[J].Personnel Psychology,2013,66(1):225-260.
• [47]Ling Q,Lin M Z,Wu X Y.The trickle-down effect of servant leadership on frontline employee service behaviors and performance:A multilevel study of Chinese hotels[J].Tourism Management,2016,52:341-368.
• [48]Mc Clelland G H,Judd C M.Statistical difficulties of detecting interactions and moderator effects[J].Psychological Bulletin,1993,114(2):376-390.
• [49]Mohammed S,Nadkarni S.Temporal diversity and team performance:The moderating role of team temporal leadership[J].Academy of Management Journal,2011,54(3):489-508.
• [50]Morrison E W.Doing the job well:An investigation of pro-social rule breaking[J].Journal of Management,2006,32(1):5-28.
• [51]Muchiri M K,Cooksey R W.Examining the effects of substitutes for leadership on performance outcomes[J].Leadership&Organization Development Journal,2013,32(8):817-836.
• [52]Neubert M J,Hunter E M,Tolentino R C.A servant leader and their stakeholders:When does organizational structure enhance a leader’s influence?[J].The Leadership Quarterly,2016,27(6):896-910.
• [53]Nübold A,Muck P M,Maier G W.A new substitute for leadership?Followers’state core self-evaluations[J].The Leadership Quarterly,2013,24(1):29-44.
• [54]?zduran A,Tanova C.Coaching and employee organizational citizenship behaviours:The role of procedural justice climate[J].International Journal of Hospitality Management,2017,60:58-66.
• [55]Podsakoff P M,Mackenzie S B,Bommer W H.Meta-analysis of the relationships between Kerr and Jermier’s substitutes for leadership and employee job attitudes,role perceptions,and performance[J].Journal of Applied Psychology,1996,81(4):380-399.
• [56]Podsakoff P M,Mackenzie S B,Fetter R.Substitutes for leadership and the management of professionals[J].The Leadership Quarterly,1993,4(1):1-44.
• [57]Santos C M,Passos A M,Uitdewilligen S,et al.Shared temporal cognitions as substitute for temporal leadership:An analysis of their effects on temporal conflict and team performance[J].The Leadership Quarterly,2016,27(4):574-587.
• [58]Steg L,De Groot J.Explaining prosocial intentions:Testing causal relationships in the norm activation model[J].British Journal of Social Psychology,2010,49(4):725-743.
• [59]Villa J R,Howell J P,Dorfman P W,et al.Problems with detecting moderators in leadership research using moderated multiple regression[J].The Leadership Quarterly,2003,14(1):3-23.
• [60]Wang P,Rode J C.Transformational leadership and follower creativity:The moderating effects of identification with leader and organizational climate[J].Human Relations,2010,63(8):1105-1128.
• [61]Whittington J L,Bell R G.Leader-member exchange,enriched jobs,and goal-setting:Applying fuzzy set methodology[J].Journal of Business Research,2016,69(4):1401-1406.
• [62]Xu X D,Zhong J A,Wang X Y.The impact of substitutes for leadership on job satisfaction and performance[J].Social Behavior and Personality:An International Journal,2013,41(4):675-685.
• [63]Zhao H H,Seibert S E,Taylor M S,et al.Not even the past:The joint influence of former leader and new leader during leader succession in the midst of organizational change[J].Journal of Applied Psychology,2016,101(12):1730-1738.
• (1)Kerr和Jermier(1978)在变量操作中将任务清晰性、常规性和任务方法不变性合成一个变量进行测量。
• (1)耿晓伟和郑全全(2007)、许小东和王晓燕(2008)在其综述性文章中已经具体介绍了这些替代因素的概念,考虑到贡献独特性与文章篇幅,本文未一一介绍每个替代因素。
• (1)Dionne等(2005)在期刊《Leadership Quarterly》上公开了该领域重要学者的四封理论沟通信件,对相关理论核心进行了进一步澄清,本部分内容是对2005年后的实证与理论文献的梳理。