1、Transformational and transactionalleadership and innovative behavior:The moderating role of psychologicalEmpowerment變革(bing)型領導與交易型領導與創新(chungxn)行為:心理(xnl)授權的中介作用Innovative behavior is increasingly important for organizations survival. Transformational leadership, in contrast to transactional leader

2、ship, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relation-ship is scarce and inconsistent. Addressing this issue, we propose that follower psychological empowerment moderates the relationship of transformational and

3、transactional leadership with follower innovative behavior. In a field study with 230 employees of a government agency in the Netherlands combining multisource ratings, we show that transformational leadership is positively related to innovative behavior only when psychological empowerment is high,

4、where as transactional leadership has a negative relationship with innovative behavior only under these conditions.創新行為對組織的生存越來越重要。變革型領導，相對于交易型領導來說， 被認為在鼓勵下屬產生創新行為方面跟有效。然而，這種關系的實驗證據是稀缺的和不一致的。解決這一問題，我們推測下屬心理授權會使減弱 變革型領導、交易型領導與追隨者的創新行為的關系。在一個領域的研究結合多源評估在荷蘭的一個政府機構，230名員工，我們表明，變革型領導與創新行為，只有當心理授權高時呈正相關；而

5、交易型領導與創新行為有負相關關系，只有在這些條件下。Innovative behavior of employees is of great significance to organizational effectiveness and survival (Oldham & Cummings, 1996; Scott & Bruce, 1994; Shalley, 1995; West, Hirst, Richter, & Shipton, 2004; Woodman, Sawyer, & Griffin, 1993). Especially in todays rapidly changi

6、ng business environment it is more and more important to be able to achieve a competitive advantage. Because employees think of and implement innovative endeavors (Amabile, 1996), identifying how management can affect the innovative behaviors of these employees holds the promise of gaining a competi

7、tive edge. Therefore, not surprisingly, an important question for leadership research and practice is how leadership may stimulate employee innovative behavior.員工的創新行為的組織效能和生存的重大意義（Oldham &卡明斯，1996；史葛&布魯斯，1994；1995；shalley，西，赫斯特，李希特，和希普頓，2004；樵夫，Sawyer，格里芬，1993）。特別是在當今瞬息萬變的商業環境，能取得競爭優勢更為重要。因為員工認為和實施

8、創新的努力（Amabile，1996），確定如何管理可以影響這些員工的創新行為是獲得競爭優勢的承諾。因此，毫不奇怪，領導的研究和實踐的一個重要問題是如何領導可以激發員工創新行為。The question of how leadership may affect innovative behavior of employees, however, has not received the attention of researchers it deserves (e.g., Basu & Green, 1997; Mumford, Scott, Gaddis, &Strange, 2002).

9、Theories of transformational leadership have emphasized stimulating innovation as a core leadership function (e.g., Bass, 1985; Conger, 1999; Tichy & Ulrich, 1984) and transformational leadership, in contrast to transactional leadership, has been argued to be a particularly effective way to engender

10、 innovative behavior (Basu & Green, 1997). However, the empirical evidence for the roles of transformational and transactional leadership in engendering follower innovative behavior is scarce and inconsistent (e.g., Basu & Green, 1997; cf. Kahai, Sosik, & Avolio, 2003; Shin & Zhou, 2003), with some

11、studies finding positive effects and others finding negative effects. These contradictory findings suggest that our understanding of the relationship between transformational and transactional leadership and innovative behavior may benefit from the identification of a moderator variable on which the

12、se relationships are contingent and that helps to predict and understand when these relationships would be positive or negative. Such focus on the moderation in the leadershipinnovation relationship is also consistent with the contingency approaches in leadership research more generally, which hold

13、that the effectiveness of leadership behavior is dependent on factors within the leadership context (e.g., Fiedler, 1964; House, 1971; van Knippenberg & Hogg, 2003; Yukl, 2002).領導如何影響員工(yungng)創新行為，但是，并沒有受到研究者應有的關注（例如，巴蘇和綠色，1997；芒福德，史葛，加迪斯，和奇怪的，2002）。變革型領導理論強調激勵創新為核心領導作用（例如，低音，海鰻，1985；1999；改造Ulrich，

14、1984）和變革型領導，相反，交易型領導，已被認為是一種特別有效的方式來產生創新行為（Basu和綠色，1997）。然而，對變革型領導與交易型領導在培養追隨者的創新行為是稀缺的和不一致的角色的經驗(jngyn)證據（例如，巴蘇和綠色，1997；cf.喀什，Sosik，Avolio，2003；2003信與周，），一些研究發現積極影響和消極影響的人發現。這些矛盾的研究結果表明，我們之間的關系理解變革型和交易型領導與創新行為可能受益于身份識別的調節變量，這些關系是偶然的，這有助于預測和理解這些關系時，可以是正面的或負面的。這樣的重點在領導創新關系的調節也與領導研究更一般的應急方法一致，認為領導行為的有

15、效性，在領導情境依賴的因素（例如，菲德勒，1964；房子，1971；范克尼彭貝格和霍格，2003；Yukl，2002）。Addressing this issue, in the present study we argue that the relationship between transformational leadership and follower innovative behavior as well as the relationship between transactional leadership and follower innovative behavior ar

16、e contingent on follower psychological empowerment (Thomas & Velthouse, 1990). More specifically, the inspiring and motivating nature of transformational leadership should be more effective in engendering innovative behavior when followers feel more able to proactively influence their work role and

17、environment, that is, when psychological empowerment is high. At the same time, under these circumstances transactional leaderships emphasis on clarifying in-role task requirements and performance monitoring may be more impeding of extra-role innovative efforts, resulting in decreased follower innov

18、ative behavior. Follower psychological empowerment should therefore moderate the effectiveness of transformational and transactional leadership in engendering follower innovative behavior.解決這一問題，在本研究中我們認為，變革型領導與追隨者的創新行為之間的關系(gun x)以及交易型領導與追隨者的創新行為之間的關系是視追隨者心理授權而定的（托馬斯& velthouse，1990）。更具體地說，當下屬(xish

19、)感覺(gnju)到變革型領導的鼓舞和激勵能更能積極的影響他們的工作角色和環境，這就會更有效的引發創新行為，同時這也是心理授權高的情況。同時，在這種情況下，交易型領導對任務的要求明晰和看重績效的特點可能更阻礙下屬創新的努力，從而降低了追隨者的創新行為。下屬心理授權應適度變革型領導與交易型領導的追隨者的創新行為產生的效果。Transformational and Transactional Leadership and Innovative BehaviorTransformational leadership is defined as a style of leadership that t

20、ransforms followers to rise above their self-interest by altering their morale, ideals, interests, and values, motivating them to perform better than initially expected (Bass, 1985; Yukl, 1999). It is contrasted with transactional leadership,which is based on an exchange relationship in which the le

21、ader makes clear what is expected of followers (Bass, 1999; Yukl, 1999). Transformational leadership is a higher-order construct comprising several components. The component idealized influence entails serving as a role model and sacrificing self-gain for collective gain, thereby stimulating followe

22、rs to do the same. Inspirational motivation involves expressing an energizing vision. Intellectual stimulation is expressed by encouraging followers to question the status quo and the final component individualized consideration entails providing support for the individual development needs of follo

23、wers.Innovative behavior is a multi-stage process of problem recognition, generation of ideas or solutions, building support for ideas, and idea implementation (cf. Kanter, 1988; Scott & Bruce, 1994). Creativity (i.e., the production of novel and useful ideas; Amabile, 1988) is thus an important par

24、t of innovative behavior. Besides being influenced by knowledge, skills, and abilities (Amabile, 1983b; Barron & Harrington, 1981), innovative behavior has been argued to be largely a motivational issue (Amabile, 1988). This makes it of considerable interest to leadership researchers (e.g., Pelz & A

25、ndrews, 1996;Scott & Bruce, 1994).變革型領導與交易型領導與創新行為變革型領導是指一種領導方式轉變的追隨者超越自身利益，通過改變他們的士氣，理想，利益，和價值觀，激勵他們有更好的表現比最初的預期（低音，1985；Yukl，1999）。它是與交易型領導相比，這是一個基于交換的關系中，領導者明確什么是預期的追隨者（低音，1999；Yukl，1999）。變革型領導是一個高階結構包括幾個部分組成。組件的理想化影響是作為一個榜樣和犧牲自我獲得集體利益，從而激發追隨者做同樣的。鼓舞人心的動機是激勵的視覺表達。智力刺激以鼓勵信徒的問題現狀和最終部件的個性化的考慮需要提供追隨者

26、的個人發展需要支持。創新行為(xngwi)是一個問題識別的多階段的過程，思想或解決方案生成，思想建設的支持，并實現思想（參見坎特，1988；史葛&布魯斯，1994）。創新（即，新的和有用的想法；生產Amabile，1988）因此，創新行為的一個重要組成部分。除了知識，技能和能力的影響，（Amabile，1983b；Barron &哈林頓，1981），創新行為也被認為是一個很大的激勵問題（Amabile，1988）。這使得(sh de)它相當(xingdng)感興趣的領導人員（例如，情節&安德魯斯，1996；史葛&布魯斯，1994）。Innovation is central to the th

27、inking about transformational leadership. The concept of transformational leadership was developed around leaders that transform the existing state of affairs (Bass, 1985, 1998; Burns, 1978; Tichy & Devanna, 1986; Tichy & Ulrich, 1984). Bass (1985) theorized that transformational leaders, in contras

28、t to transactional leaders, are more innovative, have more novel ideas, and can bring about major changes. Transformational leadership has been argued to center on the processes of transformation and change (Bass & Riggio, 2006). Transformational leaders are proposed to stimulate follower innovative

29、 behavior through expressing an inspiring vision, stimulating followers to question the status quo , and allowing individual development and growth (Basu & Green, 1997).Moreover, transformational leadership has been argued to entail aligning followers needs and desires with the interests of the orga

30、nization (Bass, 1999), which may also promote going the extra mile needed for innovative behavior. However, as will be discussed below, empirical findings for the relationship of transformational leadership with innovative behavior are less clear cut implying that this relationship is more complex.T

31、ransformational leadership is seen as a positive addition to transactional leadership, which is anexchange relationship in which expectations are clarified and the immediate self-interests of leaders and followers are addressed (Bass, 1999; Yukl, 1999). Transactional leadership is also a higher-orde

32、r construct comprising the components contingent reward (i.e., clarifying what the follower should do in order to be rewarded) and management-by-exception (i.e., monitoring performance and taking corrective action when problems arise; Avolio, Bass, & Jung, 1999; Bass, 1985, 1999; Yukl, 1999). As tra

33、nsformational leadership is contrasted with transactional leadership it is important to incorporate transactional leadership in our analysis. Moreover, this contrast allows us to show that it is not simply leader behavior that is more beneficial with high psychological empowerment, but transformatio

34、nal leadership perse .創新是關于變革型領導的思維中樞。變革型領導的概念是圍繞領導人改變現狀（低音，1985，1998；戴瓦納燒傷，1978；1986；改造，改造Ulrich，1984）。Bass（1985）認為，變革型領導，相反，交易型領導，更創新，更新穎的想法，并能帶來重大的變化。變革型領導一直認為在轉型與變革的過程中心（低音與雷吉奧，2006）。提出通過表達一種鼓舞人心的愿景激發追隨者的創新行為是變革型領導，激發追隨者的問題現狀，并允許個體的發展和成長（Basu和綠色，1997）。此外，變革型領導一直認為需要對追隨者的需求和愿望與組織的利益（Bass，1999），這也

35、可能促進創新行為需要去額外英里。然而，正如下面將要討論的，對變革型領導與創新行為關系的實證研究結果是不明確的暗示，這種關系更加(gnji)復雜。變革型領導是交易型領導有積極的作用，是一種交換關系，期望(qwng)和領導者和追隨者的直接利益問題（低音，1999；Yukl，1999）。交易型領導是一個高階的組件包括權變獎勵結構（即，澄清什么的追隨者應該做為獎勵）和例外管理（即，性能監測和采取糾正行動時所出現的問題；Avolio，低音，低音，和榮，1999；1985，1999；Yukl，1999）。變革型領導與交易型領導的對比是將交易型領導在我們分析的重要。此外，這種對比讓我們表明，這不僅僅是領導行

36、為，是高心理授權更有益，但變革型領導本身。Transactional leadership can be argued to be negatively related to innovative behavior because it isfocused more on in-role performance and less on the stimulation of novel activities (which may beparticularly detrimental for jobs where innovation is not an explicit part of the

37、job description).Additionally, as transactional leadership clarifies expectations and gives feedback about meeting these expectations, it will indicate the leaders predilections. The perception of these leader preferences is likely to have some bearing on followers, diverting them from their own inn

38、ovative endeavors.Moreover, transactional leadership may be perceived as controlling and demotivating, causing less innovative behavior (Deci & Ryan, 1987).In the following we address empirical evidence for the relationships of both transformational and transactional leadership with follower innovat

39、ive behavior. Research shows that transformational leaders put greater emphasis on innovation than transactional leaders (Church & Waclawski, 1998; Howell & Higgins, 1990). In addition, recent research found a positive relationship between transformational leadership and organizational innovation (G

40、umusluoglu & Ilsev, 2009; Jung, Chow, & Wu, 2003; Jung, Wu, & Chow, 2008). However, as these results concern organizational innovation, they do not provide evidence that transformational leaders are more effective in stimulating innovative behavior among followers organizational innovation could als

41、o flow from strategic decisions such as greater investments in research and development. As the essence of leadership is the influence in mobilizing and motivating followers (Yukl, 2002), specific attention to whether transformational leadership is effective in engendering follower innovative behavi

42、or, and more effective than transactional leadership, is essential. Studies indirectly pointing to a positive relationship between transformational leadership and follower innovative behavior have found transformational leadership to be related to increased performance quality of R&D teams (Keller,

43、1992; Waldman & Atwater, 1994), which can be argued to be largely dependent on (but not equivalent to) innovative behavior. In contrast, the few studies directly examining the relationship between transformational leadership and follower innovative behavior have found very mixed results. One study f

44、ound a negative relationship (Basu & Green, 1997), whereas a second study found a positive effect (Boerner, Eisenbeiss, & Griesse, 2007), and a third study did not find any effects (Moss & Ritossa, 2007). Transactional leadership has not been related to follower innovative behavior in previous resea

45、rch (Boerner et al., 2007; Moss &Ritossa, 2007).交易型領導可以(ky)說是創新行為呈顯著的負相關，因為它是更專注于角色的性能和較低的對新活動的刺激（可能是極為不利的工作，創新不是一個明確的工作描述的一部分）。此外，作為交易型領導明確的期望和對滿足這些期望的反饋，這將表明，領導者的偏好(pin ho)。這些領導人偏好的感知可能對信徒有軸承，將他們從自己的創新努力。此外，交易型領導可能被視為控制和動力(dngl)不足，導致更少的創新行為（Deci和Ryan，1987）。在下面我們地址的變革型和交易型領導與追隨者的創新行為關系的實證證據。研究表明，變革

46、型領導更強調創新比交易型領導（教會waclawski，1998；豪厄爾&希金斯，1990）。此外，最近的研究發現，變革型領導與組織創新（gumusluoglu和ilsev，2009；鄭，周，武，2003；鄭，吳，和Chow，2008）。然而，這些結果的關注組織創新，他們不提供的證據表明，變革型領導是在刺激之間的追隨者-創新行為的組織創新也可以從諸如研究和開發更大的投資決策流程更有效。作為領導的本質是影響在fl在動員和激勵追隨者（Yukl，2002），特別注意是否變革型領導是產生追隨者的創新行為有效，比交易型領導更有效，是必不可少的。研究間接的指出變革型領導與追隨者的創新行為之間的正相關關系發現

47、，變革型領導是提高研發團隊的績效與質量相關的（凱勒，1992；Waldman阿，1994），這可以說是很大程度上依賴于（但不等于）的創新行為。相反，一些研究直接檢查的關系變革型領導與追隨者的創新行為之間有非常不同的結果。一項研究發現負相關（Basu和綠色，1997），而第二項研究發現積極的影響（伯爾納，Eisenbeiss，與griesse，2007），和三分之一的研究沒有發現任何影響（苔蘚和黎托沙，2007）。交易型領導有沒有在以前的研究者的創新行為相關（伯等人。，2007；苔蘚和黎托沙，2007）。Follower creativity, an aspect of innovative b

48、ehavior, has received slightly more attention as an outcome variable of transformational and transactional leadership. In comparison to followers of transactional leaders, followers of transformational leaders have been found to have higher creative performance on idea generation tasks in experiment

49、al studies (Jung, 2001; Jung & Avolio, 2000). Inaddition, an increase in transformational leadership has been related to improved idea generation in laboratory studies (directly; Sosik, Kahai, & Avolio, 1998; and indirectly; Sosik, Kahai, & Avolio,1999) and to ratings of follower creativity in field

50、 studies (Gumusluoglu & Ilsev, 2009; Shin & Zhou, 2003; cf. Shin & Zhou, 2007 in diverse teams). On the other hand, other studies in laboratory settings found no relationship between transformational leadership and follower creativity (Jaussi & Dionne, 2003) or found followers with transformational

51、leaders to generate less original ideas than followers with transactional leaders (Kahai et al., 2003). These latter results are in line with Mumford and colleagues (Mumford & Licuanan, 2004; Mumford et al., 2002) recent questioning of the value of transformational leadership in stimulating creativi

52、ty.The scarcity of empirical evidence directly speaking to the relationships between transformationaland transactional leadership and follower innovative behavior make it valuable to extend the body of evidence. Moreover, in view of the inconsistent findings it also seems important to identify possi

53、ble causes of these inconsistencies. Leader effectiveness is a dynamic process, where leader behaviors need to fit followers and circumstances in order to be effective (e.g., Reicher, Haslam, & Hopkins, 2005; Shamir, 2007). Such a focus on moderation of the impact of leadership is consistent with th

54、e contingency approach in leadership more generally, which provides compelling evidence that leader effectiveness is often dependent on other factors (e.g., task context, follower characteristics; e.g., Fiedler, 1964; House, 1971; van Knippenberg & Hogg, 2003; Yukl, 2002). Thus, one explanation for

55、the mixed results could be the presence of moderator variables. Indeed too little is known about the impact of moderator variables on the effects of transformational and transactional leadership (Bass, 1998; Yukl, 1999).Accordingly, we argue that a straightforward main effect of transformational and

56、 transactional leadership on innovative behavior in fact is quite unlikely (i.e., as it depends on the circumstances).More specifically, we propose that the stimulation to innovate coming from the inspiring nature of transformational leadership assumes a high level of follower psychological empowerm

57、ent, which makes transformational leadership less effective for followers with low psychological empowerment. Moreover, for transactional leadership to have an effect on follower innovative behavior high levels of psychological empowerment may also be a prerequisite, as only these individuals may pe

58、rceive transactional leadership as restrictive and controlling. Therefore, we propose that follower psychological empowerment (cf. Kirkman & Rosen, 1997; Thomas & Velthouse, 1990) moderates the relationships of transformational and transactional leadership with innovative behavior.跟隨創新，創新行為的一個方面，作為變

59、革型領導與交易型領導的結果變量接收稍微注意。在交易型領導的追隨者相比，變革型領導的追隨者已被發現具有較高的創造性表現在實驗研究中觀點產生任務（Jung，2001；榮格Avolio，2000）。此外，在變革型領導的增加(zngji)已被改進的想法產生在實驗室研究（直接相關；Sosik，喀什，Avolio，1998；間接；Sosik，喀什，Avolio，1999）和實地研究的追隨者創新評級（gumusluoglu和ilsev，2009；申& Zhou，2003；cf. Shin和周2007，在不同的團隊）。另一方面，在實驗室環境中其他的研究沒有發現變革型領導和追隨者之間的關系，創新（2003 ja

60、ussi & Dionne，）或發現變革型領導的追隨者產生更少的創意比交易型領導的追隨者（喀什等人。，2003）。這些結果(ji gu)均符合芒福德和他的同事(tng sh)們（芒福德&阿奎特，2004；芒福德等人。，2002）最近對變革型領導激發創新的作用的研究。實證證據直接說給變革型和交易型領導與追隨者的創新行為使其延長的證據價值的稀缺性之間的關系。此外，在不一致的結果，它似乎也發現這些不一致的可能原因的重要(zhngyo)觀點。領導有效性是一個動態的過程，在領導行為需要合適的追隨者的情況下才是有效的（例如，Reicher，Haslam，&霍普金斯，2005；夏米爾，2007）。對領導的影