长期以来,领导力的研究一直是工业与组织心理学领域的热门课题。随着学界对领导力研究的深入,学者们发现领导与员工之间的人际关系是影响领导过程顺利实现的关键因素。从亲密关系的视角出发,对个体依恋风格进行深入的理解,有助于洞察领导过程的复杂性和领导者与追随者之间的关系。本文对依恋关系的相关理论进行了回顾,并从领导行为、领导风格、领导–成员关系和领导结果等四个方面梳理了依恋对领导力的影响。未来的研究可以进一步关注领导者依恋对员工表现带来的影响,同时拓展在本土背景下的相关实证研究。<br/>Leadership has long been a hot topic in the field of industrial and organizational psychology. With the deepening understanding of leadership, scholars have found that the interpersonal relationship between leaders and employees would be the key factor which affects the achievement of leadership process. From the perspective of intimate relationship, an in-depth understanding of individual attachment style can help us to unfold the complexity of leadership and comprehend the relationship between leaders and followers. This paper first reviews the theory of attachment, and then analyzes the influence of attachment on leadership from four aspects including leadership behavior, leadership style, leader-member relationship and leadership outcomes on followers. Future research should further focus on the impact of leader attachment on employees’ performance and conduct empirical studies on the impact of attachment on leadership in the background of Chinese culture.
相关实证研究发现,安全型依恋的领导表现出更多的变革型领导行为和魅力型领导行为,在关注任务本身的同时,也能全面考虑到员工的个人成长。(Boatwright, Lopez, Sauer, Van Der Wege, & Huber, 2010b; Hansbrough, 2012; Underwood, 2015)。安全型依恋的领导者会表现出更多的如关心下属、理想化激励等变革型领导行为(Popper et al., 2000)。这与安全型依恋在养育子女过程中的积极回馈行为一致,安全型依恋的领导者既能有效扮演好安全基地的角色,也能及时对员工的情感进行回应并支持他们投身充满挑战的工作(Leiter et al., 2015)。相反,非安全依恋(焦虑型、回避型)较少的表现出如变革型领导、魅力型领导以及真诚型领导风格(Berson, Dan, & Yammarino, 2006; Underwood, 2015),特别的,回避型领导表现出更多的交易型领导风格,在组织管理中更加注重个人利益,决策方式上更加独裁(Popper, 2003)。
3.4. 对领导–成员交换关系的影响
领导者的依恋类型也直接关系到员工的表现。Keller (2003)的研究认为,当领导者与追随者的依恋模式一致时,其关系处于积极状态;当领导者与追随者的依恋模式不一致时,则领导–成员关系会受到消极影响。Hsu,Lin和Chen (2010)发现依恋模式和领导–成员关系存在显著的正相关,具有高关系自信、高信赖、高舒适的个体在情感–尊重、忠诚–贡献方面表现更好,更愿意与领导者发展交换关系(Hsu et al., 2010)。Thompson et al. (2016)从依恋配对的角度发现,当领导与下属的依恋类型匹配程度越时(如安全型领导对安全型员工),领导–成员交换关系水平得到最高;相反,当依恋类型不匹配时,双方对领导–成员交换关系的评价水平较低,比如,回避型领导在关系中期待独立自主,但焦虑型员工却一直向其表示亲近,这种不匹配反而会促进二者的矛盾,加剧关系恶化。Maslyn et al. (2017)也发现回避型依恋会直接导致更低的领导–成员交换关系。Hinojosa,Mccauley,Randolph-Seng和Gardner (2014)从真诚角度探索了依恋对领导–成员关系的影响,研究发现,当领导者与下属都为安全型依恋时,二者在相处过程中表现得会更加真诚。
3.5. 对员工表现的影响
Davidovitz et al. (2007)在一项能对军方士兵的研究显示,由于回避型依恋的领导者不能够及时的给予下属情感支持与回馈,导致了下属在情绪和精神健康方面的得分较安全型领导的团队更低。Ronen & Mikulincer (2012)发现非安全型依恋的领导者由于对亲密关系的处理方法存在不足,通常不能够有效的对员工的需求进行反馈,对员工的个人成长,职业发展等难以起到有效的引导作用,因而会导致员工出现更多的工作倦怠和较低的工作满意度。Kafetsios,Athanasiadou和Dimou (2014)研究了领导者依恋对员工情感体验和工作满意度的关系,结果发现,领导者的焦虑性依恋倾向越高,员工在工作中体验到的积极情绪则越低,对工作的满意程度也更低。有趣的是,领导者的回避型依恋倾向于员工在工作中体验到的消极情绪呈负相关,与工作满意度呈正相关,这可能是由于回避型依恋的领导较少的干涉员工的自主性,给予了员工更高的工作自由度。
许哲铭. 依恋关系与领导力的研究综述:从亲密关系的视角理解领导表现A Review of Attachment and Leadership: Understanding Leadership from the Perspective of Intimate Relationship[J]. 心理学进展, 2019, 09(09): 1582-1589. https://doi.org/10.12677/AP.2019.99192
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