领导关系认同建构研究述评
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外国经济与管理 2013 年 第 35 卷第 09 期, 页码：25 - 34
摘要
参考文献
摘要
目前领导有效性研究已经从原来的"内在、单向、静态"视角转向"内外、互动、动态"视角,并且将"追随者"纳入研究范畴。领导者与追随者对彼此关系的认知、确认与认同是领导有效性发挥的关键,因此领导(关系)的实质是领导者—追随者关系认同建构与发展的过程,这个过程将领导者与追随者的关系纳入实现某种共同的工具性目标的行动。本文在文献研究的基础上,对领导关系认同建构的概念、理论视角、影响因素、建构过程及维持这几个方面的相关研究成果进行了系统梳理,并针对现有研究所存在的不足,对该领域研究的未来趋势进行了展望,希望能为该领域的后续研究提供些许启示。
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[2]Carson J B,Tesluk P E and Marrone J A.Shared leadership in teams:An investigation of antecedent conditions and performance[J].Academy of Management Journal,2007,50(5):1217-1234.
[3]Chang C H and Johnson R E.Not all leader-member exchanges are created equal:Importance of leader relational identity[J].Leadership Quarterly,2010,21(5):796-808.
[4]Cogliser C C,Schriesheim C A,Scandura T A and Gardner W L.Balance in leader and follower perceptions of leader-member exchange:Relationships with performance and work attitudes[J].Leadership Quarterly,2009,20:452-465.
[5]Day D V and Harrison M M.A multilevel,identity-based approach to leadership development[J].Human Resource Management Review,2007,17(4):360-373.
[6]Day D V,Harrison M M and Halpin S M.An integrative approach to leader development:Connecting adult development,identity,and expertise[M].New York:Psychology Press,2009.
[7]DeRue D S,Ashford S J and Cotton N C.Assuming the mantle:Unpacking the process by which individuals internalize a leader identity[A].Roherts L M and Dutton J E(Eds.).Exploring positive identities and organizations:Building a theoretical and research foundation[C].New York:Taylor&Francis,2009:213-232.
[8]DeRue D S.Adaptive leadership theory:Leading and following as a complex adaptive process[J].Research in Organizational Behavior,2011,31(1):125-150.
[9]Dodge K A.Social information processing patterns as mediators of the interaction between genetic factors and life experiences in the development of aggressive behavior[A].Mikulincer M and Shaver P R(Eds.).Understanding and reducing aggression,violence,and their consequences[C].Washington,DC:American Psychological Association,2011:165185.
[10]Emery C,Gianluca C and David B.Relational schemas to investigate the process of leadership emergence[R].Proceeding of Annual Meeting in Academy of Management on West Meets East:Enlightening,Balancing,and Transcending,August 12-16,2011.
[11]Henderson D J,Liden R C,Glibkowski B C and Chaudhry A.LMX differentiation:A multilevel review and examination of its antecedents and outcomes[J].Leadership Quarterly,2009,20:517-534.
[12]Hermans H J M.Telling and retelling one’s self-narrative:A contextual approach to life-span development[J].Human Development,2010,35(6):361-375.
[13]Holmes J.Conformity and change in leadership identity construction[D].Uppsala University,2011.
[14]Ibarra H,Snook S and Guillen L.Identity-based leader development[A].Khurana R and Nohria N(Eds.).Leadership:Advancing an intellectual discipline[C].Boston:Harvard Business Press,2010:657-678.
[15]Ingalill S A.Modeling leadership-Implicit leadership theories in Sweden Scandinavian[J].Journal of Management,2006,22(4):44-46.
[16]Jacksona E M and Johnsonb R E.When opposites do(and do not)attract:Interplay of leader and follower self-identities and its consequences for leader-member exchange[J].Leadership Quarterly,2012,23(3):488-501.
[17]Karp T and HelgT I T.Leadership as identity construction:The act of leading people in organizations:A perspective from the complexity sciences[J].Journal of Management Development,2009,28(10):880-896.
[18]Karp T.Studying subtle acts of leadership[J].Leadership,2013,9(1):3-22.
[19]Komives S R,Longerbeam S D,Mainella F,Osteen L,Owen J E and Wagner W.Leadership identity development:Challenges in applying a developmental model[J].Journal of Leadership Education,2009,8(1):11-47.
[20]Kouzes J M and Posner B Z.The leadership challenge[M].(3rd Ed.).San Francisco:Jossey-Bass,2003.
[21]Lord R G,Brown D J and Freiberg S J.Understanding the dynamics of leadership:The role of follower self-concepts in the leader/follower relationship[J].Organizational Behavior and Human Decision Processes,1999,78(3):167-203.
[22]McClelland D C and Burnham D H.Power is the great motivator[J].Harvard Business Review,2003,81(1):117126.
[23]Morgeson F P,DeRue D S and Karam E P.Leadership in teams:A functional approach to understanding leadership structures and processes[J].Journal of Management,2010,36(1):5-39.
[24]Onorato S M.Developing a leadership identity:A case study exploring a select group of Hispanic women at a Hispanic serving institution[D].Florida International University,2010.
[25]Schyns B and Schilling J.Implicit leadership theories:Think leader,think effective?[J].Journal of Management Inquiry,2011,20(2):141-150.
[26]Shamir B and Eilam G.What’s your story?—Toward a life-story approach to authentic leadership[J].Leadership Quarterly,2005,16(3):395-418.
[27]Sveningsson S F and Alvesson M.Managing managerial identities:Organizational fragmentation,discourse and identity struggle[J].Human Relations,2003,56(10):11631193.
[28]Van V M,Hogan R and Kaiser R B.Leadership,followership,and evolution:Some lessons from the past[J].American Psychologist,2008,63(3):182-196.
[29]Wang F and Howell J M.A multilevel study of transformational leadership,identification,and follower outcomes[J].Leadership Quarterly,2012,23(5):775-790.
[30]Wilson K and Sin H P.What about the leader in leadermember exchange?The impact of resource exchanges and substitutability on the leader[J].Academy of Management Review,2010,35(3):358-372.
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朱瑜, 童静, 黄丽君. 领导关系认同建构研究述评[J]. 外国经济与管理, 2013, 35(9): 25–34.
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