群体潜能对团队创新绩效的影响:转换型领导力的调节作用*

心理与行为研究 ›› 2014, Vol. 12 ›› Issue (5): 682-687.

群体潜能对团队创新绩效的影响:转换型领导力的调节作用^*

刘慧^1,2，张亮³

1 天津大学管理学院, 天津 300072
2 天津师范大学社科处, 天津 300387
3 天津科技大学经济与管理学院, 天津 300222

收稿日期:2014-03-28 出版日期:2014-09-20 发布日期:2014-12-19
作者简介:刘慧,女,天津大学管理学院博士研究生,天津师范大学社科处副研究员。E-mail:liuhuihe1@126.com。
基金资助:
本研究得到天津市教育科学规划项目(HE3012)；天津市艺术规划项目(D10019)；天津市教委人文社科项目(2013ZX01)的资助。

Effect of Group Potency on Team Innovation Performance: The Moderating Role of Transformational Leadership

Liu Hui ^1,2, Zhang Liang³

1 School of Management, Tianjin University, Tianjin 300072;
2 Social Science Department, Tianjin Normal University, Tianjin 300387;
3 School of Economics and Management, Tianjin University of Science ＆ Technology, Tianjin 300222

Received:2014-03-28 Online:2014-09-20 Published:2014-12-19

摘要/Abstract

摘要： 从团队创新内在动力视角出发,考察了群体潜能与团队绩效间的关系,并探索了转换型领导力对该作用过程的影响。研究发现:群体潜能与团队创新绩效有显著的正相关关系,该关系受到转换型领导力的调节,高水平的转换型领导力会增强两者的联系,低水平的转换型领导力会减弱两者的联系。

关键词: 群体潜能, 转换型领导力, 团队创新绩效

Abstract: From the perspective of inherent drive of team innovation, the study explores the relationship between group potency and team performance, and investigates the role of transformational leadership on this relationship. The study found that group potency and team performance have a strongly positive correlation, which is moderated by transformational leadership. High level of transformational performance reinforces the relationship between group potency and team innovation performance;while low level of transformational performance weakens the relationship.

Key words: group potency, transformational leadership, team innovation performance

中图分类号:

B849:C931

刘慧，张亮. 群体潜能对团队创新绩效的影响:转换型领导力的调节作用^*[J]. 心理与行为研究, 2014, 12(5): 682-687.

Liu Hui,Zhang Liang. Effect of Group Potency on Team Innovation Performance: The Moderating Role of Transformational Leadership[J]. Studies of Psychology and Behavior, 2014, 12(5): 682-687.

参考文献

刘惠琴,张德. (2007). 高校学科团队中魅力型领导对团队创新绩效影响的实证研究. 科研管理, 28 (4),185-191.
隋杨,陈云云,王辉. (2012). 创新氛围、创新效能感与团队创新:团队领导的调节作用. 心理学报, 44 (2), 237-248.
朱少英,齐二石,徐渝. (2008). 变革型领导、团队氛围、知识共享与团队创新绩效的关系. 软科学, 22 (11),1-4, 9.
Ancona, D., ＆ Caldwell, D. F. (1992). Bridging the boundary: External activity and performance in organizational teams. Administrative Science Quarterly, 37,634-635.
Avolio, B. J., Jung, D. I., Murry, W. D., ＆ Sivasubramaniam, N. (1996). Building highly developed teams: Focused on shared leadership process, efficacy, trust and performance. In M. M. Beyerlein, D. A. Johnson, ＆ S. T. Beyerlein, (Eds), Advances in Interdisciplinary Studies of Work Teams, JAI, Greenwich, CT, 173-209.
Bandura, A. (1997). Self-efficacy: The exercise of control. New York: W. H. Freeman and Company.
Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
Bass, B. M., ＆ Avolio, B. J. (1995). The multifactor leadership questionnaire. Redwood City, CA: Mind Garden.
Burns, J. M. (1978). Leadership. New York: Harper ＆ Row.
Gibson, C. B. (1999). Do they do what they believe they can? Group efficacy and group effectiveness across tasks and cultures. The Academy of Management Journal, 42(2), 138-152.
Gil, F., Rico, R., Aleover, C. M., ＆ Barrnsa, A. (2005). Change-oriented leadership, satisfaction and performance in work groups: Effects of team climate and group potency. Journal of Managerial Psychology, 20 (3/4), 312-328.
Gully, S. M., Joshi, A., Incalcaterra, K. A., ＆ Beaubien, J. M. (2002). A meta-analysis of team-efficacy, potency and performance: interdependence and level of analysis as moderators of observed relationships, Journal of Applied Psychology, 87, 819-832.
Guzzo, R., Yost, P., Campbell, R., ＆ Shea, G.. (1993). Potency in groups: Articulating a construct . British Journal of Social Psychology, 32 (1), 87 -106.
James, L. R. (1982). Aggregation bias in estimates of perceptual agreement. Journal of Applied Psychology, 67 (2),219-229.
Jordan, M. H., Field, H. S., ＆ Armenakis, A. A. (2002). The relationship of group process variables and team performance: A team-level analysis in a field setting. Small Group Research, 33 (1), 121-50.
Kirkman, B. L, & Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment. The Academy of Management Journal, 42 (1), 58 -74.
Lindsley, D. H., Brass, D. J., ＆ Thomas, J. B. (1995). Efficacy-performance spirals: A multi-level perspective. Academy of Management Review, 20, 645-678.
Marks, M. A., Mathieu, J. E., ＆ Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356-376.
Mumford, M. D., Scott, G. M., Gaddis, B., ＆ Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13, 705-750.
Paglis, L. L., ＆ Green, S. G. (2002). Leadership self-efficacy and managers’ motivation for leading change. Journal of Organizational Behavior, 23 (2),215-235.
Pearce, C. L., Gallagher, C. A., ＆ Ensley, M. D. (2002). Confidence at the group level of analysis: A longitudinal investigation of the relationship between potency and team effectiveness. Journal of Occupational and Organizational Psychology, 75, 115-19.
Salas, E., Stagl, K. C., ＆ Burke, C. S. (2004). 25 years of team effectiveness in organizations: Research themes and emerging needs. In C. L. Cooper, ＆ I. T .Robertson, (Eds), International Review of Industrial and Organizational Psychology. John Wiley ＆ Sons, Chichester, 47-91.
Shelton, P. M., Waite, A. M., ＆ Makela, C. J. (2010). Highly effective teams: A relational analysis of group potency and perceived organizational support. Advances in Developing Human Resources, 12 (1), 93-114.
Sivasubramaniam, N., Murry, W. D., Avolio, B. J., ＆ Jung, D. I. (2002). A longitudinal model of the effects of team leadership and group potency on group performance. Group ＆ Organization Management, 27(1), 66 -97.