领导-追随行为互动对新员工追随力的作用机制：对偶心理定位的视角

No followers, there will not be leaders. If the newcomers cannot improve their followership, organization will lose momentum for sustainable development. However, how to generate, develop and train newcomers' followership has not been solved effectively until now. Therefore, this project attempts to deal with the following issues: (1)From the perspective of dyadic psychological positioning, we construct the mechanism model which reflects the impact of leader-follower interaction on newcomers' followership. Through a series of multiple case studies, we explore the interaction process between the leaders and the newcomers. This can provide us more clues to improve the theoretical model, supply more supports for the empirical research and the conclusion; (2)According to "professional competence" and "trust relationship", we design four kinds of psychological positioning context. Then we test the correspondent relationship between leader psychological positioning and leadership behavior including authorized, defensive, cultivated and authoritarian behavior by method of the quasi-experimental research. At the same time, we also test the correspondent relationship between newcomers psychological positioning and followership behavior including learning, negative, exemplary, and alienated behavior; (3)By tracking survey of the questionnaire, we examine the influence of leader-follower interaction on two-way identification, the relationship among two-way identification, psychological empowerment, proactive behavior and newcomers' followership, so as to fully reveal the dynamic influence of leader-follower interaction on newcomers' followership. On this basis, we summarize and refine suggestions to provide theoretical and practical guidance for the organizations to carry out the dynamic management of newcomers' followership.

没有追随者就无所谓领导者，新员工形成不了追随力组织就会失去持续发展的动力。然而，新员工追随力是怎样产生、发展和变化的，以及该如何培养，至今尚未得到有效解决。本项目：（1）基于对偶心理定位，构建了领导-追随行为互动对新员工追随力的作用机制模型，通过多案例研究揭示领导者-新员工互动的过程规律，完善理论模型并为实证研究和结论提炼提供案例支撑；（2）依据"专业能力"和"信任关系"，设计出四种心理定位情境，通过准实验研究验证领导者心理定位与授权、防御、栽培、威权领导行为的对应关系，以及新员工心理定位与学习、消极、模范、疏离追随行为的对应关系；（3）通过追踪问卷调查检验领导-追随行为互动与双向认同，双向认同与心理赋能、前瞻性行为以及新员工追随力之间的关系，从而全景展现领导-追随行为互动对新员工追随力的动态影响。在此基础上，总结和提炼对策建议，为组织进行新员工追随力的动态管理提供理论指导和实践指南。

从对偶心理定位的视角出发，本项目揭示了领导-追随行为互动过程中下属追随力的形成路径，结果显示：领导者和下属会依据“专业能力”和“信任关系”，对彼此进行心理定位，进而产生授权、防御、栽培、威权四种领导行为，和学习、消极、模范、疏离四种追随行为；如果领导者采取授权行为而下属采取模范行为，或领导者采取栽培行为而下属采取学习行为，领导-追随行为互动就会强化双向认同，从而完成从被动适应到主动超越的转变，进而形成稳定的追随意愿。当领导者对下属产生了认同，就会透过心理赋能而激发下属的“内在任务动机”和对任务本身的内在承诺；当下属对领导者产生了认同，就会诱发下属的前瞻性行为，在“主动绩效导向”的牵引下，实现从行为意向到能力塑造的转变，从而形成追随力。. 此外，本项目还围绕华人组织中普遍存在的差序式领导风格，构建差序式领导对员工利社会行为影响的作用关系模型，并进行了验证；探讨了员工身份的“差序格局”、上下级间的社会比较关系与员工的职业成功之间的关系，揭示了领导-下属间的社会比较关系对员工职业成功的影响；本项目还对高管身份跨界与企业成长的关系进行了深入的研究，以包容性创新环境、创新驱动力与企业创新绩效为切入点，通过理论研究和管理实践的有益互动，帮助企业不断地提高管理的针对性和科学性。为了提高项目研究在人才培养方面的功效，本项目针对目前的互联网等新业态，设计了翻转课堂的教学模式，进而有助于提高人力资源管理专业人才培养效果。本项目研究不仅具有应用前瞻性，也是对领导成员交换和内隐追随等理论研究的深化与繁衍。通过本项目研究，课题组已经发表学术论文16篇，其中国内A刊3篇，B刊3篇，CSSCI 11篇，出版专著一部，多人次参加国内外学术会议并交流成果，研究成果受到学界积极评价；培养毕业博士2人、学术型硕士6人；研究成果在广大企业管理者中推广宣传和在部分企业的实践中得到应用。