领导心理资本影响变革导向行为的机理研究

本研究采用追踪和配对问卷调查法收集数据，检验了领导心理资本驱动下属变革导向行为的机制及边界条件，本研究中变革导向行为包括建言与创新行为。研究结果表明：（1）领导心理资本正向影响下属心理资本；（2）下属心理资本正向影响创新与建言行为；（3）下属心理资本中介领导心理资本驱动建言和创新行为的过程；（4）团队自省分别调节下属心理资本和建言及创新行为之间的关系；（5）进一步分析发现，团队自省分别调节了下属心理资本在领导心理资本与创新行为和建言行为之间的中介作用，即团队自省越高，领导心理资本通过下属心理资本对创新行为和建言行为产生的影响就越强，反之越弱。

Effect of leadership’s psychological capital on change-oriented behavior and its mechanism

In recent years, organizational change is an important means to improve organizational performance, and organizational change increasingly depends on employee change-oriented behavior. Therefore, how to motivate employees’ change-oriented behavior is a hot topic in organizational change research. Change-oriented behavior refers to the positive behavior that employees actively identify opportunities for change in working methods, procedures and policies and actively promote change in order to improve work performance. It includes putting forward new ideas, promoting suggestions and innovative behavior aiming at improving organizational performance. This study chooses voice and innovative behavior as the research object, and explores their antecedent variables and the boundary conditions. Because the challenges and risks of change-oriented behavior may inhibit employees’ change-oriented behavior, it is of great theoretical and practical significance to study how to stimulate change-oriented behavior.Literature review shows that leader’s behaviors and personality traits are important antecedent variables of subordinate’s change-oriented behavior. However, previous studies mainly discussed how subordinate’s change-oriented behavior is driven by leader’s feedback, perceived leader support, leadership style, and superior-subordinate relationship, rather than leaders’ positive psychological factors. In recent years, the development of positive psychology has provided a new perspective for the research of change-oriented behavior. Leaders’ psychological capital represents leaders’ positive psychological state and quality of development. It provides positive psychological resources for employees to effectively cope with the potential risks and challenges of change-oriented behavior, and it is a deep psychological driving factor for subordinate’s psychological state and behaviors. Therefore, it is necessary to study the effect leaders’ psychological capital on subordinate’s change-oriented behavior and the underlying mechanisms involved.According to social learning theory, subordinates learn by attending to and observing the attitudes and behaviors of credible role models. Leaders who score higher in psychological capital not only display more positive attitudes and higher performance themselves, but also serve as role models for subordinates by displaying higher levels of positivity about their work. In this process, the leaders’ positive psychological capital will be transferred to subordinates through the process of emotional contagion and stimulate subordinate’s positive behaviors. This study explores the cross-level effect of leader’s psychological capital on subordinate’s psychological capital that further influences subordinate’s change-oriented behavior. In addition, according to social learning theory, individual self-regulation ability has an important impact on individual behavior, while team reflexivity provides an operational mechanism for individual self-regulation and an enabling environment for change-oriented behavior. This study explores the cross-level moderating effect of team reflexivity on the relationship between subordinate’s psychological capital and subordinate’s change-oriented behavior. Based on this, this study deduces a cross-level model to explain how and why leader’s psychological capital influences change-oriented behavior. This study not only expands the scope of antecedent variables of change-oriented behavior, but also reveals the mechanism and situational conditions of leader’s psychological capital influencing change-oriented behavior.This study tests themultilevel model with matched data collected from 86 supervisors and their immediate subordinates (N=303). The results show that (1) leader’s psychological capital has a positive impact on subordinate’s psychological capital; (2) subordinate’s psychological capital has a positive impact on their voice and innovative behaviors; (3) subordinate’s psychological capital mediates the relationship between leader’s psychological capital and voice and innovative behaviors; (4) team reflexivity moderates the relationship between subordinate’s psychological capital and voice and innovative behaviors; and (5) team reflexivity also strengthens the indirect relationship of leaders’ psychological capital to voice and innovative behaviors via subordinate’s psychological capital.The conclusions of this study contribute to the development of psychological capital theory and organizational change practice. First of all, previous studies mainly explored the antecedents of change-oriented behavior from the perspective of organizational environment and leadership style. However, it neglects the research on the role of leader’s psychological capital as a leader’s psychological quality in the process of driving employee’s change-oriented behavior. From the perspective of positive psychology, this study reveals the positive role of leader’s psychological capital in the process of driving change-oriented behavior, and expands the research on the antecedent variables of change-oriented behavior.Secondly, previous studies mainly focused on the positive role of individual-level psychological capital in driving change-oriented behavior, while few studies focused on the relationship between team-level and individual-level psychological capital and their impacts on change-oriented behavior. This study shows that leader’s psychological capital influences voice and innovative behaviors through subordinate’s psychological capital, thus revealing the relationship between leader’s and subordinate’s psychological capital and the internal mechanism that leader’s psychological capital influences change-oriented behavior. At the same time, this study also confirmed the emotional contagion effect between different levels of psychological capital, which is also conducive to expanding the cross-level research of psychological capital from individual level to team level.Finally, employees’ concerns about the potential risks of change-oriented behavior may negatively affect their enthusiasm for change. It is necessary to study the organizational environment and operational mechanism that can stimulate change-oriented behavior. This study shows that team reflexivity has a cross-level moderating effect on the relationship between subordinate’s psychological capital and voice and innovative behaviors, reveals the boundary conditions associated with the effect of psychological capital on two typical change, and provides theoretical guidance for organizations to create a favorable organizational environment to drive employees’ change-oriented behavior. Although this study has drawn some valuable conclusions, it also has some limitations. Although this study uses multi-source and time-lagged data of 303 team members nested within 86 teams to test hypotheses and effectively control the deviation of homologous methods, the questionnaire survey is inevitably affected by social approval. Therefore, future research can be further enhanced by combining experimental study or case study. This study simplifies the research process by taking psychological capital as a high-order variable, but it is also necessary to explore the effects of core dimensions of leaders’ psychological capital and subordinate’s psychological capital on outcome variables. Future research can be expanded from this perspective.