心理与行为研究

心理与行为研究 ›› 2014, Vol. 12 ›› Issue (4): 540-545.

• 应用心理学 • 上一篇    下一篇

领导行为对员工创造力的影响:基于变量中心和个体中心的视角*

任菲菲，1，，刘桂荣2，张景焕1，，吴琳娜3，张舜，1   

  1. 1 山东师范大学心理学院,济南 250014
    2 齐鲁师范学院,济南 250014
    3 山东政法学院,济南 250014
  • 收稿日期:2013-08-02 出版日期:2014-07-20 发布日期:2014-12-22
  • 通讯作者: 张景焕,女,山东师范大学教授,博士。E-mail:zhangjinghuan@126.com。
  • 作者简介:任菲菲,女,山东师范大学心理学院在读博士。
  • 基金资助:
    教育部哲学社会科学研究重大课题攻关项目(11JZD040)；教育部人文社科规划基金项目(12YJA190024)；山东省科技规划项目(2012GGB01189)；“发展与教育心理学”山东省十二五特色重点学科建设项目资助；山东省应用基础型名校工程建设经费支持。

Effects of Leader Behaviors on Employee Creativity:Variable-Centered and Person-centered Perspectives

Ren Feifei1, Liu Guirong2, Zhang Jinghuan1, Wu Linna3, Zhang Shun1   

  1. 1 School of Psychology, Shandong Normal University, Jinan 250014;
    2 Qi Lu Normal University, Jinan 250014;
    3 Shandong University of Political Science and Law, Jinan 250014
  • Received:2013-08-02 Online:2014-07-20 Published:2014-12-22

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摘要： 以10家IT企业的305名员工为被试,采用变量中心和个体中心的分析策略,考察领导行为对员工创造力的影响。变量中心的分析发现,变革领导行为和交易领导行为均显著正向预测员工创造力。个体中心的分析发现,中变革/中交易与(中、低)被动结合的领导类型最为普遍,占全部领导的69.2%；无论被动放任行为高低,高变革与高交易行为组合领导下的员工创造力最高,说明高变革和高交易领导行为的结合最有利于员工创造力,领导类型对员工创造力的影响主要由使用变革和交易这两种领导行为的程度所决定。

Abstract: To investigate leader behavior and their relevance with employee creativity using the method of variable-centered and person-centered analyses. Methods:Multifactor Leadership Questionnaire (MLQ) and Kirton Adaption-Innovation Inventory (KAI) were administrated to 305 employees from 10 IT companies. Results:Variable-centered analyses indicated that transformational and transactional leader behavior both significantly predicted employee creativity. Person-centered analyses indicated that leadership that is combination of middle levels of transformational/middle levels of transactional/middle or low levels of passive leader behavior is the most common, accounting for 69.2%;Regardless of levels of passive leader behavior, employees showed the highest creativity under the two kinds of combination of leadership, one combination is high levels of transformational/high levels of transactional/low levels of passive leader behavior, the other combination is high levels of transformational/high levels of transactional/high levels of passive leader behavior. Conclusion: The results indicated that the combination of transformational and transactional leader behavior was most conducive to employee creativity, and the effect of leadership on employee creativity was mainly determined by the degree of these two kinds of leader behavior.

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