在项目型组织中采用主动领导还是被动领导？包容型领导在远程工作环境中的作用
Adopting active or passive leadership in project-based organizations? The role of inclusive leadership in remote work environment
论文介绍
在项目型组织中，关于管理者采用主动领导还是被动领导以提高员工的工作绩效存在一定的学术争论。本研究引入了融合主动领导和被动领导特征的包容型领导视角来解决这一争论。随着越来越多的项目型组织采用远程办公模式，本研究将对这一领导方式的探讨置于远程工作的情境中。
In project-based organizations (PBOs), there is an academic debate on whether managers adopt active or passive leadership can enhance employees’ work performance. This study introduces the inclusive leadership perspective that combines active and passive leadership characteristics to address this issue. As increasing number of PBOs have adopted remote work models, this study explores the influence of this leadership style in the context of remote work arrangements.
本研究旨在解决以下问题：项目型组织管理者应该采用主动领导还是被动领导来提高员工的远程工作绩效？包容型管理者对员工远程工作绩效产生影响的过程中，员工的心理因素（自我领导能力和心理韧性）起到了怎样的作用？包容型领导对员工远程工作绩效的影响是否存在性别差异？
This study aims to address the following questions: Should PBO managers adopt active or passive leadership to enhance employees’ remote work performance? And what roles do employees’ psychological factors (self-leadership and psychological resilience) play when inclusive managers influence employees’ remote work performance? Do gender differences exist in the influencing pathway from inclusive leadership to employees’ remote work performance?
研究结果显示，管理者采用主动或被动的领导方式取决于员工的工作环境及其心理特征。在远程办公情境中，过分强调主动领导可能会加剧员工家庭工作冲突，进而不利于他们提高工作绩效。同时，被动领导更有利于自我领导能力高的员工提高远程工作绩效。包容型领导兼有主动和被动领导特征，可以通过提高员工的自我领导力，或者减少家庭工作冲突来提高其远程工作绩效。结果还表明，由逆境激发的心理韧性是缓解员工家庭工作冲突对其远程工作绩效影响的关键因素。最后，本研究还强调了管理者在远程工作背景下应对不同性别员工进行差异化管理。本研究为项目型组织管理者提高员工的远程工作绩效提供了有价值的管理建议。
The findings reveal that managers’ adoption of active or passive leadership depends on employees’ work environment and their psychological traits. In the remote work context, overemphasizing active leadership may worsen employees’ family-work conflicts, which in turn may be harmful to improve their work performance. Meanwhile, passive leadership is more beneficial for employees with high self-leadership in improving their remote work performance. Inclusive leadership, which combines both active and passive leadership characteristics, can enhance remote work performance by improving employees’ self-leadership or reducing their family-work conflict. Results also indicate that employees’ psychological resilience stimulated by the adversities is a critical factor for mitigating the impact of family-work conflict on remote work performance. Finally, this study emphasizes that managers should provide differentiated management for employees of different genders in remote work context. In summary, this study provides valuable managerial suggestions for managers in project-based organizations to improve employees’ remote work performance.
下图展示了本文的研究模型。
原文亮点
Highlights
亮点1
PBO 管理者的主动或被动领导与员工的工作环境和心理特质有关。
PBO managers’ active/passive leadership tied to employees’ work context and their psychological traits.
亮点2
包容型领导通过培养员工的自我领导力和缓解其家庭工作冲突来提高员工的远程办公绩效。
Inclusive leadership enhances employees’ remote work performance by fostering self-leadership and mitigating family-work conflict.
亮点3
PBO 员工的心理韧性缓解了家庭工作冲突对工作绩效的负面影响。
PBO employees’ psychological resilience resists the negative influence of family-work conflict on work performance.
亮点4
PBO 员工的心理韧性可以被逆境激发。
PBO employees’ psychological resilience can be stimulated by adversity.
亮点5
在远程工作环境中应提供性别差异化管理。
Gender-specific management should be provided in remote work context.
丁桂伟
北京交通大学 经济与管理学院 博士研究生
研究方向：项目管理，项目领导力
任旭
北京交通大学 经济与管理学院 教授、博士生导师
研究方向：项目管理，智能建造，建筑业数字化转型
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https://doi.org/10.1016/j.ijproman.2024.102623
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