授权型领导对研发人员离职倾向影响的实证研究
An Empirical Study on the Effect of Empowering Leadership on Turnover Intention of R&D Personnel
摘要: 已有学者从个人、工作和组织三个层面对员工离职倾向展开研究，其中，组织层面的授权型领导逐渐引起学者们的关注，取得了一定的研究成果，但极少与个人层面因素相结合对员工离职倾向进行综合研究，同时授权型领导对员工离职倾向影响过程中的环境因素，及对不同类别员工离职倾向的分类研究尚嫌不足。鉴于此，将授权型领导和个人层面的创新行为相结合研究研发人员的离职倾向，并引入员工主观幸福感这一特质变量，以完善授权型领导对研发人员离职倾向的影响机制。具体地，基于已有研究，结合研发人员特点，设计授权型领导、研发人员创新行为、研发人员离职倾向，及研发人员主观幸福感等变量间的关系假设，在此基础上，构建授权型领导对研发人员离职倾向影响的关系模型；基于来自研发人员的336份有效问卷，运用SPSS21.0和AMOS23.0作信度、效度和结构方程模型分析，运用Bootstrapping测试中介效应，及阶层回归检验调节效应，得出了如下结论：授权型领导对研发人员离职倾向具有显著负向影响，对创新行为具有显著正向影响，创新行为在授权型领导对研发人员离职倾向的影响中起部分中介作用，主观幸福感调节授权型领导对员工离职倾向的影响：当主观幸福感越强时，实施授权型领导，研发人员离职倾向越弱。其中，创新行为的部分中介作用和主观幸福感的调节作用是主要贡献。
Abstract: Turnover intention of employees has been studied at three levels of employee’s individual, working and organization, and empowering leadership in organization level has gradually been focused by scholars with certain research findings. However, there exist such disadvantages that are seldom comprehensive research on integrating empowering leadership and factors in employee’s individual, seldom involving in environmental factors and on definite type of employee in the research on the effect of empowering leadership on turnover intention. In view of this, empowering leadership is combined with innovation behavior of employee, with an environmental factor involved, to research turnover intention of employee so as to perfect the mechanism of the effect of empowering leadership on turnover intention of R&D personnel. So, this paper forms hypothesis concerning the relationship between empowering leadership, employees’ innovation behavior, employees’ turnover intention and subjective well-being based on relative researches and characteristics of R&D personnel, and then, the relationship model of the impact of empowering leadership on turnover intention is constructed. Based on 336 valid questionnaires from R&D personnel, SPSS21.0 and AMOS23.0 are used to analyze the reliability and validity of the questionnaire and structural equation model, bootstrapping is used to test the mediation, and hierarchical regression is used to test moderating effect. The results are as follows: empowering leadership has a significantly negative impact on the turnover intention of R&D personnel and a significantly positive impact on innovation behavior of R&D personnel; innovation behavior plays a part intermediary role in the impact of empowering leadership on turnover intention of R&D personnel, and subjective well-being moderates the impact of empowering leadership on employees’ turnover intention, that is, when subjective well-being of R&D personnel is stronger, turnover intention of R&D personnel will become weaker with empowering leadership’s being implemented. The contributions of the paper are part intermediary effect of innovation behavior and moderating effect of subjective well-being.
文章引用：罗瑾, 陈莲芳 (2021). 授权型领导对研发人员离职倾向影响的实证研究. 心理学进展, 11(11), 2505-2520. https://doi.org/10.12677/AP.2021.1111286

参考文献

[1] 程杰(2012). 团队异质性、团队领导风格与团队创造力关系研究. 硕士学位论文, 南京: 南京航空航天大学.
[2] 杜鹏程, 韦祎, 谢含章, 等(2019). 包容型领导对离职意向的影响研究. 北京工业大学学报(社会科学版), 19(4), 105-114.
[3] 段建华(1996). 总体幸福感量表在我国大学生中的试用结果与分析. 中国临床心理学杂志, 4(1), 56-57.
[4] 高中华, 苑康康(2019). 角色宽度自我效能感回顾与展望. 管理现代化, 39(5), 105-109.
[5] 何建华, 左璐, 常莉俊(2020). 表层扮演对员工离职倾向的影响: 情绪耗竭的中介作用与组织支持的调节效应. 商业经济与管理, 40(7), 49-58.
[6] 黄亮(2014). 中国企业员工工作幸福感的维度结构研究. 中央财经大学学报, (10), 84-92+112.
[7] 黄亮, 彭璧玉(2015). 工作幸福感对员工创新绩效的影响机制——一个多层次被调节的中介模型. 南开管理评论, 18(2), 15-29.
[8] 李宏利, 王星, 董丽娟, 杨岚(2018). 员工创新行为源于领导情感信任吗?风险倾向与组织行为授权的调节作用. 心理与行为研究, 16(5), 701-712.
[9] 刘文兴, 张鹏程, 廖建桥(2013). 基于创造自我概念与风险偏好影响的授权领导与创新行为研究. 管理学报, 10(12), 1770-1777.
[10] 鲁虹, 赵赞(2019). 破坏性领导对下属离职倾向的影响研究: 一个有调节的中介模型. 哈尔滨商业大学学报(社会科学版), (6), 40-50.
[11] 吕霄, 樊耘, 张婕, 马贵梅(2018). 授权型领导视角下个性化交易形成及对员工创新行为的影响. 科学学与科学技术管理, 39(4), 139-149.
[12] 倪渊(2017). 新生代知识型员工离职倾向影响因素——基于互联网创业公司的实证研究. 北京理工大学学报(社会科学版), 19(1), 108-115.
[13] 苏涛, 陈春花, 宋一晓, 王甜(2018). 基于Meta检验和评估的员工幸福感前因与结果研究. 管理学报, 15(4), 512-522.
[14] 苏屹, 周文璐, 崔明明, 赵健宇(2018). 共享授权型领导对员工创新行为的影响: 内部人身份感知的中介作用. 管理工程学报, 32(2), 17-26.
[15] 孙俊芳, 辛自强, 包呼格吉乐图, 刘敏, 岳衡(2021). 幸福感的稳态与跃迁: 一个新的整合视角. 心理科学进展, 29(3), 481-491.
[16] 孙圣兰, 吕洁(2016). 授权型领导对员工创造力的影响: 基于整合视角的分析. 研究与发展管理, 28(4), 117-125.
[17] 王宏蕾, 孙健敏(2018). 授权型领导与员工创新行为: 结构正式化的调节作用. 管理科学, 31(3), 29-39.
[18] 王林, 邓沙(2017). 新生代农民工离职倾向机制研究: 工作嵌入的视角. 农村经济, (1), 118-123.
[19] 王颖, 刘莎莎(2017). 组织沉默对员工负向行为的影响及其作用机制. 科研管理, 38(1), 144-152.
[20] 魏华飞, 古继宝, 张淑林(2020). 授权型领导影响知识型员工创新的信任机制. 科研管理, 41(4), 103-111.
[21] 肖贵蓉, 赵衍俊(2017). 伦理型领导与员工离职倾向: 领导-成员交换的中介作用. 科学学与科学技术管理, 38(3), 160-171.
[22] 徐芳(2019). 留住人才: 薪酬与股权激励技巧. 中国铁道出版社.
[23] 许龙, 高素英, 刘宏波, 杨鹏(2017). 中国情境下员工幸福感的多层面模型. 心理科学进展, 25(12), 2179-2191.
[24] 姚柱, 罗瑾琏, 张显春(2021). 时间创造幸福: 时间领导对主观幸福感的作用机制. 管理工程学报, 35(4), 40-50.
[25] 曾颢, 赵李晶, 赵曙明(2019). 指导关系对徒弟主动性行为的影响机制研究: 工作繁荣和学习目标导向的作用. 预测, 38(4), 10-16.
[26] 张建平, 林澍倩, 刘善仕, 张亚, 李焕荣(2021). 领导授权赋能与领导有效性的关系: 基于元分析的检验. 心理科学进展, 29(9), 1576-1598.
[27] 张丽华, 朱金强, 冯彩玲(2016). 员工创新行为的前因和结果变量研究. 管理世界, (6), 182-183.
[28] 赵金楼, 康正(2009). 高新技术企业技术研发人员管理研究. 现代管理科学, (4), 93-94.
[29] 周洁, 张建卫, 李海红, 等(2019). 军工研发人员生涯适应力对其创新行为、离职意向的作用机制: 一个整合性过程模型. 科技进步与对策, 36(9), 133-142.
[30] Ahearne, M., Mathieu, J., & Rapp, A. (2005). To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance. Journal of Applied Psychology, 90, 945-955.[CrossRef] [PubMed]
[31] Arnold, J. A. et al. (2000). The Empowering Leadership Questionnaire: The Construction and Validation of a New Scale for Measuring Leader Behaviors. Journal of Organizational Behavior, 21, 249-269.[CrossRef] 
[32] Diener, E., Oishi, S., & Tay, L. (2018a). Advances in Subjective Well-Being Research. Nature Human Behaviour, 2, 253-260.[CrossRef] [PubMed]
[33] Diener, E. et al. (2018b). Happiest People Revisited. Perspectives on Psychological Science: A Journal of the Association for Psychological Science, 13, 176-184.[CrossRef] [PubMed]
[34] Griffeth, R. W., Allen, D. G., & Barrett, R. (2006). Integration of Family-Owned Business Succession with Turnover and Life Cycle Models: Development of a Successor Retention Process Model. Human Resources Management Review, 16, 490-507.[CrossRef] 
[35] Konczak, L. J. (2000). Defining and Measuring Empowering Leader Behaviors: Development of an Upward Feedback Instrument. Educational and Psychological Measurement, 60, 301-313.[CrossRef] 
[36] Mobley, W. H., Horner, S. O., & Hollingsworth, A. T. (1978). An Evaluation of Precursors of Hospital Employee Turnover. The Journal of Applied Psychology, 63, 408-414.[CrossRef] 
[37] Porter, C. M., & Rigby, J. R. (2020). The Turnover Contagion Process: An Integrative Review of Theoretical and Empirical Research. Journal of Organizational Behavior, 42, 212-228.[CrossRef] 
[38] Scott, C. R. (1999). The Impacts of Communication and Multiple Identifications on Intent to Leave. Management Communication Quarterly, 12, 400-435.[CrossRef] 
[39] Scott, S. G., & Bruce, R. A. (1994). Creating Innovative Behavior among R&D Professionals: The Moderating Effect of Leadership on the Relationship between Problem-Solving Style and Innovation. In Proceedings of 1994 IEEE International Engineering Management Conference-IEMC (pp. 48-55). IEEE.[CrossRef] 
[40] Somech, A. (2006). The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams. Journal of Management, 32, 132-157.[CrossRef] 
[41] Zhang, S. X. et al. (2018). Empowering Leadership and Employee Creativity: A Dual-Mechanism Perspective. Journal of Occupational and Organizational Psychology, 91, 896-917.[CrossRef]