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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

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

  • 摘要: 新生代员工的越轨创新行为是企业创新活动的重要组成部分,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。通过对长三角城市358份有效问卷的数据分析,并采用层次回归分析及Bootstrap方法进行假设检验,研究愿景型领导是否以及如何影响新生代员工的越轨创新行为。结果表明:愿景型领导不仅直接激发新生代员工实施越轨创新行为,还通过增强其对高质量上下级关系的感知间接促进该行为的发生;此外,新生代员工的性别在愿景型领导、上下级关系与越轨创新行为的作用路径中表现出显著差异,与女性员工相比,男性员工对愿景型领导所塑造的上下级关系感知更为积极,且更容易主动开展越轨创新行为。为了有效激发新生代员工的创新活力,企业应重视愿景型领导的培养,通过构建共同愿景和改善上下级关系互动,引导员工将越轨创新行为转化为企业发展的积极动力;同时,应充分关注新生代员工的性别差异,营造包容且支持性的组织环境,以促进其创新潜力的充分发挥。

     

    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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