How and When Perceptions of Servant Leadership Foster Employee Work Meaningfulness
How and When Perceptions of Servant Leadership Foster Employee Work Meaningfulness
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对仆人式领导的看法如何以及何时培养员工工作的意义
DOI：
10.5093/jwop2022a11
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发表时间：
2022
期刊：
影响因子：
--
通讯作者：
Shuzhen Lin
中科院分区：
文献类型：
--
作者：
Yingyin Shao;徐洁;Shuzhen Lin
了解领导者如何以及何时培养员工工作的意义在理论上和实践上都很重要。借鉴仆人式领导和人与环境契合度的理论基础，我们建议将领导者视为将追随者放在第一位的仆人式领导者，这将有助于员工适应他们的工作（即人与工作契合度），从而提高他们的工作意义。此外，我们认为，在被认为具有高原型而非低原型的仆人式领导下工作将使员工更有可能找到与自己工作的一致性，并因此体验到更多的工作意义。来自中国的全职工作样本证明了我们的假设。我们的研究结果为现有的工作心理学文献做出了重要贡献，并对组织培养员工工作意义具有重要的实际意义。
Understanding how and when leaders foster employee work meaningfulness is theoretically and practically important. Drawing on the theoretical underpinnings of servant leadership and person-environment fit, we propose that perceiving their leaders as servant leaders who put followers first would help employees fit into their job (i.e., person-job fit) and subsequently promote their work meaningfulness. Moreover, we argue that working under servant leaders who are perceived to possess high rather than low prototypicality would make employees more likely find congruence with their jobs and experience more work meaningfulness as a result. A full-time working sample from China evidenced our hypotheses. Our findings provide important contributions to extant work psychology literature and carry vital practical implications for organizations to develop employee work meaningfulness.