社会与工程心理学研究室知识库

随着经济全球化程度越来越高，现代知识型员工以及新生代员工不断成长他们对工作方式、价值观、工作自主性等方面的差异性需求逐步明显。组织为了争取或保持自己的竞争优势，需要不断发掘新的突破点，他们关于“如何运用有限的资源去创造更多价值”的诉求越来越强烈，但目前绝大多数时候人力资源方面的投入和产出却没有达到相应的预期。相关研究结果显示，全球员工总体上的积极性和工作投入都未达到较高的水平，而组织团队中领导者的类型和风格对员工的工作投入有显著影响，如果员工适应并认可其领导者的风格以及行为方式，其工作的积极性和绩效结果可能都会有积极正面的表现。同时，也有研究者提出包容型领导在管理实践中始终支持员工，关心下属的福利、情绪和期望，鼓励和欣赏员工的创新性贡献，他们倾向于开放式沟通，尊重并公平对待下属，并且还能理性理解并包容员工的失败。由此可见，包容型领导方式与当前新生代知识型员工的差异化需求相对更为匹配。

为了探讨促进员工工作投入的途径，研究者通过对包容型领导经员工的心理资本促进工作投入方面的研究，进一步考察边界条件(权力距离取向)的作用。本次研究采用了包容型领导量表、工作投入量表、心理资本量表(PCQ-24缩编版本PCQ-12)和权力距离取向量表，分三个时间段施测了300名在职员工。结果显示:(1)包容型领导显著正向预测员工的工作投入;(2)心理资本在包容型领导与工作投入间起中介作用;(3)权力距离取向调节了心理资本在包容型领导和工作投入间的中介作用。具体表现为，随着员工权力距离取向的增高，包容型领导通过心理资本促进工作投入的作用会逐步减弱。也就是说，包容型领导可以通过提升员工的心理资本来促进员工的工作投入，这种促进作用在权力距离取向偏低的员工中更加明显。

过往的相关研究主要集中在权力距离取向对威权式领导、道德型领导以及领导幽默行为的影响上，此次研究，明确了权力距离取向在包容型领导通过员工的心理资本促进员工工作投入中的调节作用，具有一定的突破和创新，对于相关领域的研究有一定的补充和理论贡献。同时，本次研究更加了解包容型领导如何影响员工的工作投入以及在什么情况下更能通过提高员工的心理资本促进工作投入，从而可以为企业管理实践和人力资本增值提供更有效的参考建议。

As economic globalization becomes more and more obvious, modern knowledge-based employees and the new generation of employees have gradually grown up, and their differentiated needs for work styles, values, and work autonomy are becoming more and more obvious. In order to strive for or maintain their own competitive advantages, organizations need to constantly explore their own new breakthrough points. Their demands on "how to use limited resources to create more value" are becoming more and more intense, but in terms of human resources input and output so far it has not met the corresponding expectations. Relevant research results show that the overall motivation and work engagement levels of global employees have not reached a high level, and the type of leaders in the team and their management style in an organization have a significant impact on employees' work engagement. If employees adapt to and recognize their leaders' style and behavior, their work enthusiasm and performance are likely to be positive. At the same time, some studies have proposed that inclusive leaders always support employees in management practice, care about the welfare, emotions and expectations of subordinates, encourage and appreciate employees' innovative contributions, and they tend to open communication, respect and treat subordinates fairly, and rationally understand and tolerate employees' failures. Thus, inclusive leadership is more matched with the differentiated needs of the new generation and knowledge-based employees.

In order to explore ways to promote employees' work engagement, this study conducted research on inclusive leaders' promotion of work engagement through employees' psychological capital, and further examines the role of boundary conditions (power distance orientation). The inclusive leadership scale, the work engagement scale, the psychological capital questionnaire (PCQ-12, the short version of PCQ-24), and the power distance orientation scale were used to measure 300 employees at three time points in this study. The results show that: (1) Inclusive leadership significantly was positively related to employee's work engagement; (2) Psychological capital mediated the relationship between inclusive leadership and work engagement; (3) Power distance orientation further moderated the indirect effect of psychological capital on inclusive leadership and employee's work engagement. Specifically, with the increase of employees' power distance orientation, the role of inclusive leadership in promoting work engagement through psychological capital weakened. In other words, inclusive leadership can promote work engagement by enhancing employees' psychological capital, which is more evident among employees with low power distance orientation.

Previous relevant studies mainly focused on the impact of power distance orientation on authoritarian leadership, moral leadership and leaders' humorous behavior. This study clarified the moderating role of power distance orientation in inclusive leadership promoting employees' work engagement through employees' psychological capital, which is innovative, complementary to the research in related fields and has a certain theoretical contribution. At the same time, this study has a better understanding of how inclusive leadership affects employees' work engagement and under what circumstances can improve employees' psychological capital to promote work engagement, so as to provide more effective reference suggestions for enterprise management practice and human capital appreciation.