社会与工程心理学研究室知识库

真实型领导是一种积极的领导行为模式，能从积极的心理能力和积极的伦理氛围中汲取经验，通过提高自我意识和培养内化的道德视角，促进信息的平衡加工处理和透明关系的产生，从而促进自身和员工积极的自我发展。许多研究表明，真实型领导可以使员工更投入工作，进而对员工的工作绩效产生积极的作用。然而也有研究并未发现其显著关系。可见，真实型领导和工作投入之间的关系可能更为复杂，并依赖于其他条件。为此，本研究基于社会认同理论、自我决定理论以及期望一不一致理论，引入上级认同、心理授权、员工权力距离取向来探索真实型领导对员工工作投入的作用机制和边界条件。

研究通过在中国东北一家大型银行的300名员工中进行了三轮问卷调查展开。第一轮(T1)由员工填写人口学信息和权力距离取向量表，并对他们的直接上级进行真实型领导的评价。一个月后(T2)，由员工填写上级认同量表和心理授权量表。又在一个月后(T3)，由员工填写工作投入量表。结果表明，上级认同和心理授权在真实型领导与工作投入之间起到完全中介的作用，即真实型领导可以促进员工对上级的认同，增强其心理授权感，从而提升员工的工作投入。员工的权力距离取向调节了真实型领导与员工对上级认同的关系，具体表现为，真实型领导对上级认同的积极作用在高权力距离取向的员工中更强。同时，员工上级认同对真实型领导与工作投入的中介作用会受到员工权力距离取向的调节。具体而言，真实型领导通过员工对上级认同促进工作投入的作用在高(相对于低)权力距离取向的员工中更强。

本研究揭示了真实型领导对员工工作投入的作用机制和边界条件，即真实型领导可以通过员工的上级认同和心理授权来促进员工的工作投入;在权力距离取向水平较高的员工中，真实型领导通过对上级的认同对工作投入的影响更为显著。通过强调真实型领导的积极效果，本研究结果对组织在人力资源实践中的具体应用也具有一定的实践管理意义。

Authentic leadership is "a pattern of positive leadership behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development". Many studies have shown that authentic leadership can make employees more engaged in work, which in turn have positive effect on their performance. However, some other studies did not find such significant relationships, indicating that the link between authentic leadership and work engagement may be more complex and dependent on other conditions. Drawing on relevant theories on social identity, self-determination theory and the expectation-disconfirmation model, the current study introduces identification with supervisor, psychological empowerment and power distance orientation to explore the mechanism underlying the relationship between authentic leadership and employees' work engagement as well as its boundary conditions.

We conducted a three-wave questionnaire survey among 300 employees of a commercial bank in northeastern China. At time 1 (T1)，employees were asked to report their power distance orientation and demographic variables and rate the authentic leadership of their direct supervisors. One month later, same employees were rated their identification with their at time 2 (T2), the psychological empowerment. At time 3 (T3), another monthlater, the supervisors and employees rated their own work engagement. The results showed that identification with supervisor and psychological empowerment mediated the relationship between authentic leadership and work engagement, and the relationship between authentic leadership and employees' identification with supervisor was moderated by employee power distance. Specifically, the effects of authentic leadership on employees' identification with supervisor was stronger among employees with low levels of power distance orientation compared with those with high levels of power distance orientation. Furthermore, employee power distance orientation moderated the mediating role employee identification in the the relationship between authentic leadership and work engagement. In specific, the indirect effect of identification with supervisors was stronger among employees with low (versus high) levels of power distance orientation.

This study has theoretical implications on relevant literature by revealing the mechanism and boundary conditions of the effects of authentic leadership on employees' work engagement. Specifically, authentic leadership can promote employees' work engagement through their identification with supervisor and psychological empowerment; among employees with high levels of power orientation, the effect of authentic leadership on their engagement through identification with supervision is more salient. These findings also have practical implications for enterprise management and HR practice.