摘要
包容性领导是解决当前职场中员工多样性问题的一种新型领导类型。由于领导类型众多且存在交叉重叠现象,包容性领导是否是一种独立的领导类型值得检验。176份纵向调查数据分析结果表明:与变革型领导、交易型领导和家长式领导相比,包容性领导具有独立的概念结构,在对领导成员交换和工作满意度的预测上具有显著的增进效应和优势效应。
With the increasing diversity of employees in the workplace, inclusive leadership as a new leadership has been put forward and attracted many researchers＇ interest. Inclusive leadership focuses on leader inclusiveness to indicate leader behaviors that invite and appreciate inputs from others, thus helps shape their team members＇ beliefs that their voices are genuinely valued. As a particular model of relational leadership, inclusive leadership exhibits high openness, accessibility and availability in their interaction with followers, and has been regarded as an effective leadership. Leadership is the most popular research topic in organizational behavior that has almost 100 years of history. During this long period, there are so many leadership styles such as transformational leadership, transactional leadership, ethical leadership, and paternalistic leadership. Some scholars point out that there are overlaps among these leadership styles, and the concept of inclusive leadership may act as the old wine in a new bottle, since inclusion is the biggest character of inclusive leadership, however taking care for employees, admitting their contribution are also elements of transformational leadership and some other leadership styles. Therefore, we want to know whether inclusive leadership is different from transformational leadership or the other leadership styles. In other words, whether inclusive leadership is an independent leadership style. Further, does inclusive leadership have incremental and dominant effects on outcome variables. Based on the optimal distinctiveness theory and the relational leadership theory, the main purpose of this paper is to answer these questions via empirical research. Longitudinal survey method was used to collect data in two companies, and 176 valid samples were obtained at last. We collected inclusive leadership, transformational leadership, transactional leadership and paternalistic leadership data at first, and collected leader member exchange （LMX） and job satisfaction data 2 months later. The empirical study results showed that compared with transformational leadership, transactional leadership and paternalistic leadership, inclusive leadership had an independent construct, and it had incremental and dominant effects on LMX and job satisfaction. Some statistical methods, such as confirmatory factor analysis, correlational analysis, hierarchical regression and dominant analysis were used. Taking together, these results indicate that inclusive leadership is an independent leadership, and its prediction effectiveness on outcome variables are more than transformational leadership, transactional leadership and paternalistic leadership. It is very important to confirm inclusive leadership as an independent leadership style. As mentioned before, some scholars argue that there are overlaps among these leadership styles, and their difference needs to be tested. Our results show that inclusive leadership has an independent construct, and it has incremental and dominant effects in prediction. This means that optimal distinctiveness theory and relational leadership theory, as the theoretical basis of inclusive leadership, have powerful explanation ability, and inclusive leadership is an effective leadership style to match the current complex management situations. This work not only responds to some research calling, but also can build a foundation for the theoretic and empirical research of inclusive leadership in the future. Due to the importance of inclusive leadership, organizations should cultivate and develop inclusive leadership by selecting leaders with strong idea of equality and equity, thus foster inclusive culture or climate, and train leaders how to exhibit high openness, accessibility and availability in their interaction with their followers. Limitations and future directions are also discussed.
作者
张瑞颖
张永军
李永鑫
Zhang Ruiyin;Zhang Yongjun;Li Yongxin(Institute of Psychology ＆ Behavior,Henan University,Kaifeng,475004;Institute of Human Resource,Henan University,Kaifeng,475004)
出处
《心理科学》
CSSCI
CSCD
北大核心
2018年第5期1158-1163,共6页
Journal of Psychological Science
基金
国家自然科学基金(71602050)的资助
作者简介
通讯作者：李永鑫。E—mail：liyangxin@henu．edu．cn
