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9635中国人自古有“不得罪人”“以和为贵”等方面的文化沉淀。受传统文化的影响，中国企业在团队管理实践中不免出现团队领导的“老好人”式管理。团队领导当“老好人”是会促进还是会阻碍团队创造力的提升，这在理论探讨和管理实践上是个有趣的议题。在倡导企业创新驱动的新时代背景下，本文针对团队领导“老好人”现象，从信息加工视角，运用自我分类理论观点，建立团队领导宜人性、团队信息深度加工与团队创造力之间传导作用机制研究模型。本研究通过对中国企业166个团队进行问卷调查，收集了132份有效团队样本数据，并采取调节路径分析方法进行了实证分析。研究发现，团队领导宜人性会通过团队信息深度加工影响团队创造力，过高或过低的宜人性都不利于团队创新。有“老好人”倾向的团队领导应展现中等水平的宜人性特征，防止陷入过低或过高宜人性的怪圈，并应重视推动团队信息的深度加工，这样才能最大限度地促进团队创造力的提升。本研究拓展了团队领导个性特征对团队创造力的影响机制研究，同时对于中国企业领导干部提高团队创造力也具有一定的指导意义。
“老好人”能当好团队领导吗？——团队领导宜人性与团队创造力的关系
摘要
参考文献
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引用本文
李召敏, 赵曙明. “老好人”能当好团队领导吗？——团队领导宜人性与团队创造力的关系[J]. 外国经济与管理, 2018, 40(12): 109-124.
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