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愿景型领导与新生代员工越轨创新行为的关系研究

Study on the Relationship Between Visionary Leadership and Bootleg Innovation Behavior of New Generation Employees

  • 摘要: 新生代员工越轨创新行为是企业创新活动的重要构成,对企业发展具有双刃剑效应。基于领导风格理论,聚焦于愿景型领导对新生代员工越轨创新行为的影响机制,探讨两者之间的关系以及上下级关系在其中的中介作用。通过长三角城市358份有效问卷的分析,采用层次回归分析结合Bootstrap方法,研究愿景型领导是否以及如何影响新生代员工进行越轨创新行为。结果表明:愿景型领导不仅直接激发新生代员工产生越轨创新行为,还通过影响新生代员工对上下级关系的感知间接促进员工越轨创新行为的发生;此外,新生代员工的性别在愿景型领导、上下级关系和越轨创新行为的关系中表现出显著差异。具体而言,与新生代女性员工相比,男性员工对愿景型领导产生的上下级关系感知更为积极,且更容易表现出越轨创新行为。本研究为企业激发新生代员工创新活力提供新的思路:企业应重视愿景型领导的培养,通过构建共同愿景和促进上下级关系等方式,引导新生代员工将越轨创新行为转化为企业发展的动力。同时,企业应关注新生代员工的性别差异,为员工创造包容和支持的创新环境,以充分发挥其创新潜力。

     

    Abstract: The bootleg innovation behavior of new generation employees is a crucial component of enterprise innovation activities, which has a double-edged sword effect on the enterprise development. Based on leadership style theory, the impact mechanism of visionary leadership on the bootleg innovation behavior of the new generation of employees was focused on, and the relationship between the two, as well as the mediating role of supervisor-subordinate relationships, was explored. Through the analysis of 358 valid questionnaires collected from cities in the Yangtze River Delta region, hierarchical regression analysis combined with the Bootstrap method was employed to investigate whether and how visionary leadership influences the bootleg innovation behavior of the new generation of employees. The results indicate that visionary leadership not only directly stimulates the bootleg innovation behavior of the new generation of employees but also indirectly promotes such behavior by influencing their perception of supervisor-subordinate relationships. Additionally, significant gender differences were observed in the relationships among visionary leadership, supervisor-subordinate relationships, and bootleg innovation behavior. Specifically, compared to their female counterparts, male employees exhibited a more positive perception of supervisor-subordinate relationships under visionary leadership and were more likely to engage in bootleg innovation behavior. This study provides new insights for enterprises to stimulate the innovative vitality of the new generation of employees: organizations should emphasize the cultivation of visionary leadership, foster shared visions, and enhance supervisor-subordinate relationships to guide employees in transforming bootleg innovation into a driving force for organizational development. Furthermore, enterprises should pay attention to gender differences among the new generation of employees and create an inclusive and supportive innovation environment to fully unleash their innovative potential.

     

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