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南京大学博士学位论文
团队悖论式领导与创造力关系研宄:
LMX及其差异化的作用机制
作者:金涛
导师:施建军教授
南京大学商学院
Research on the relationship between paradoxical leadership
and creativity
by Tao Jin
Supervised by Prof. Jianjun Shi
School of Business, Nanjing University 南京大学研究生毕业论文中文摘要首页用纸
毕业论文题目:团队悖论式领导与创造力关系研究:
LMX及其差异化的作用机制
工商管理专业2009级博士生姓名:
金涛
指导教师(姓名、职称):
施建军教授
摘要
悖论式领导是组织中能够将看似矛盾的却紧密相关的行为统一起来的领导
者。尽管领导作为影响员工及团队创造力的重要因素己经在学术界和实践管理领
域达成普遍共识。但悖论式领导明显不同于现有研究中的积极领导和消极领导,
其能否以及如何作用于创造力值得深入探讨

现有研究表明,积极领导风格在影响员工对组织发展过程中的责任心有重要
作用,这对降低员工创新风险感知,进而提升创新投入意愿,将个人的分析、判
断、创新能力通过自觉行动转化为为组织创造价值的行动,此种领导风格包括魅
力型领导、服务型领导、谦卑型领导、真实型领导、变革型领导和道德型领导等

而消极领导风格分为两个方面对员工和团队创新造成影响,一方面是从肢体暴力
探索对员工的消极影响,诸如职场性骚扰和主管攻击等,另一方面从非肢体暴力
出发,探讨诸如职场排斥、辱虐管理等“冷暴力”对员工的消极影响,这种消极
领导风格往往通过影响员工的心理感知进而影响员工的创新行为,例如辱虐管
理、破坏型领导、毒性领导和暴君领导等。这种非此即彼的领导对员工创造力影
响研究范式很难适应组织中广泛存在的既要满足组织结构需求又要满足下属需
求的管理悖论。针对上述研究困惑,少数学者在反思西方领导理论基础之上并结
合对传统文化阴阳哲学的思考开创性提出“悖论式领导”(Paradoxical
Leadership)

悖论式领导作为一种新兴的领导行为备受各界人士的关注,尽管已有研究证
明悖论式领导有助于激发员工熟练性行为、适应性行为和主动性行为等角色外形
为,并提升工作责任感。但鲜有研宄探讨悖论式领导和员工及团队创造力之间的
I 关系,以及内在的作用机制。本研宄依据组织双元理论和社会交换理论,将领导
成员交换关系(简称LMX)以及领导成员交换差异(LMX differentation,简称
DLMX)分别作为解释悖论式领导影响员工和团队创造力内在机制的相关变量引
入整体分析框架,并提出三个相关问题:(1)悖论式领导对员工及团队创造力的
影响;(2) LMX和DLMX的中介作用;(3) DLMX的调节作用。基于上述三
个问题,本研宄遵循“悖论式领导——领导成员交换关系一一员工创造力”逻辑
主线,本研宄分别提出如下研宄假设:(1)悖论式领导正向影响员工及团队创造
力;(2) LMX中介悖论式领导与员工创造力之间的关系;(3) DLMX中介悖论
式领导与团队创造力之间的关系;(4) DLMX调节LMX与员工创造力之间的关
系

本研究调研涉及江苏、浙江和上海的48家高新技术企业,平均每家企业选
取3个工作团队进行调研。样本企业主要涉足汽车制造业、航空制造业、新能源
行业、装备制造业4个行业。笔者共发放员工问卷1020套,领导者问卷115套,
在问卷发放之前,员工和团队领导进行编码配对。问卷分3次发放,最终获取员
工有效问卷为734份,团队领导有效问卷98份。通过构建多层级回归模型对研
究假设进行实证检验,结果发现:悖论式领导的五个维度(一致对待下属同时允
许下属个性的存在;将以自我为中心和以他人为中心结合;维持决策的控制权,
同时准许下属的自主决策权;强化工作要求,同时准许适当弹性;接近下属,同
时保有一定距离)均对员工及团队创造力有明显的促进作用。领导成员交换关系
(LMX)能够中介悖论式领导五个维度和员工创造力之间的关系。除了悖论式
领导中“一致对待下属同时允许下属个性的存在”这一维度与员工创造力的关系
不能被领导成员交换关系差异化(DLMX)中介之外,其它四个维度与员工创造
力之间的关系均能被中介,领导成员交换关系差异化(DLMX)能够中介悖论式
领导中“维持决策的控制权,同时准许下属的自主决策权”这一维度与团队创造
力之间的关系,但其它维度与团队创造力之间的关系均不能被中介。此外,领导
成员交換关系差异化(DLMX)对领导成员交换关系(LMX)与员工创造力间
关系的调节作用也被验证

综上所述,研究得出了一系列具有现实意义的研究结论,不仅拓展了领导行
为研宄的范畴,而且对我国企业贯彻中国传统阴阳文化,开展悖论管理有非常重
II 要的实践启示意义和重要参考价值。在全球日益激烈的外部竞争环境和快速发展
的科技环境的背景下,组织内外部环境变得越来越复杂且竞争程度愈演愈烈。领
导者可能会面临越演越烈的矛盾化的要求,领导者如何充分利用既有资源,不仅
能够在短期内迅速创造市场价值,确保自身竞争优势,而且还能同时确保企业具
备适应持续变革的创新能力,塑造核心竞争力,这己经成为现代企业面临的棘手
难题,迫切需要管理者和员工积极行动起来,一方面提升领导效能,另一方面积
极改善领导与下属关系,最终共同提升企业创新能力,悖论式领导在此时代背景
下的作用将被不断挖掘,这对企业管理实践而言既是挑战也是重大机缘

关键词:悖论式领导;创造力;领导成员交换关系;领导成员交换关系差异化
III 南京大学研究生毕业论文英文摘要首页用纸
THESIS: Research on the relationship between paradoxical leadership
and creativity
SPECIALIZATION: Business Administration
POSTGRADUATE:7ao Jin
MENTORiJianjun Shi
ABSTRACT
The paradoxical leadership is the leader who can unify the seemingly contradictory bu
t closely related behavior in the organization. Although leadership as an important fact
or affecting employee and team creativity has reached a consensus in academia and pr
actice management, the paradoxical leadership is obviously different from the positive
and negative leadership in the present research, Whether paradoxical leadership can i
mpact the creativity and how to affect creativity is worth exploring.
At present, the research on the relationship between leadership style and creativity
contains two aspects, positive leadership style and negative leadership style. Positive
leadership style can effectively stimulate the staffs sense of responsibility for the
development of the organization, reduce their awareness of the risk of innovation,
improve the individual investment commitment to innovation, and with the personal
analysis, judgment, innovation they could creating the value for organization through
attending the conscious action. Such Leadership styles include charismatic leadership,
service leadership, humble leadership, Authentic Leadership, transformational
leadership, and moral leadership. The negative leadership style has influence on the
employee and team innovation from two pespectives, on the one hand, exploring the
negative impact on employees by the physical violence, such as Sexual harassment in
the workplace and attack from superiors etc., on the otiier hand, exploring the
negative impact of Cold violence on employees from the non-physical violence, such
as workplace exclusion, abusive management, this negative leadership style often
IV affect the employees through the psychological perception and then affect the
employee^ innovative behavior, such as abusive leadership, destructive leadership,
toxic leadership, and tyrant leadership. The Impact paradigm about discussing the
impact of either-or leadership on creativity is difficult to adapt to the management
paradox of the meeting the needs of the organizational structure as well as the needs
of subordinates. In view of the above research, a few scholars put forward the
”Paradoxical Leadership” with the theory of Western leadership and the Yin-Yang
philosophy in Chinese traditional culture.
As an emerging leadership, Paradoxical leadership has attracted the attention of
people from all walks. Although research has proved that paradoxical leadership helps
to stimulate the extra-role behaviors such as proficient behavior, adaptive behavior
and proactive behavior, and improve the job sense of responsibility. But little research
explores the relationship between paradoxical leadership and employee and team
creativity, as well as the underlying mechanism. Based on the ambidexterity theory
and social exchange theory , this paper discuss the analysis framework of internal
mechanism between the paradoxical leadership and team creativity including the
constructs of leader-member relationship (LMX) and the differentiated
Leader-member exchange (DLMX) and put forward three related problems(l)
Influence of paradoxical leadership on employee and team creativity,(2) the
mediating role of LMX and DLMX,(3) the moderating role of DLMX.Based on the
above three questions, this study follows the logical line of paradoxical leadership
-LMX - employee creativity. This study proposes the following research assumptions:
(1) the paradoxical leadership has positive affect on employee and team creativity, (2)
the LMX has the mediating role on the relationship between paradoxical leadership
and employee creativity; (3) DLMX has the mediating role on the relationship
between paradoxical leadership and team creativity (4) DLMX has the moderating
role on the relationship between LMX and employee creativity

The research survey involves 48 high-tech enterprises in Jiangsu, Zhejiang and
Shangha
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