Balancing employees’ extrinsic requirements and intrinsic motivation: A paradoxical leader behaviour perspective
Balancing employees’ extrinsic requirements and intrinsic motivation: A paradoxical leader behaviour perspective
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平衡员工的外在要求和内在动机：矛盾的领导者行为视角
DOI：
10.1016/j.emj.2021.11.008
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发表时间：
2022
影响因子：
7.5
通讯作者：
Sheng-Ming Liu
中科院分区：
文献类型：
--
作者：
Yan Zhang;Sheng-Ming Liu
在本文中，我们使用自我决定理论来研究的好处，使用矛盾的领导行为（PLB）的主管。我们认为，PLB可以启动两个互补的机制：一个自上而下的机制（领导者的合法权力的看法），可能会鼓励员工满足和超过标准的绩效标准，和自下而上的机制（员工的内在动机），刺激员工积极主动。我们认为，同时实施这些机制可以互动地提高员工的创造力。我们的研究是基于从392名员工及其主管的样本中收集的现场数据。我们发现，PLB与员工的合法权力知觉和内在动机正相关。此外，权力感知和内在动机分别与标准绩效和主动行为相关，这些机制共同影响员工的创造力。在证明平衡外在要求和内在动机的有效性，我们的研究结果对员工激励有重要的理论和实证意义。
In this paper, we use self-determination theory to examine the benefits of the use of paradoxical leader behaviour (PLB) by supervisors. We posit that PLB can initiate two complementary mechanisms: a top-down mechanism (perception of leaders' legitimate power) that may encourage employees to satisfy and exceed standard performance criteria, and a bottom-up mechanism (employee intrinsic motivation) that stimulates employees to be proactive. We argue that implementing these mechanisms simultaneously may interactively enhance employee creativity. Our study is based on field data collected from a sample of 392 employees and their supervisors. We find that PLB is positively related to employees’ perception of legitimate power and intrinsic motivation. Furthermore, power perception and intrinsic motivation are associated with standard performance and proactive behaviour, respectively, and these mechanisms jointly influence employee creativity. In demonstrating the efficacy of balancing extrinsic requirements and intrinsic motivation, our findings have significant theoretical and empirical implications for employee motivation.