管理者教练行为对员工创造力影响研究——以创造力自我效能感为中介变量.docx

管理者教练行为对员工创造力影响研究以创造力自我效能感为中介变量摘要在如今经济时代，员工的创造力对起企业的稳步发展越来越重要。企业管理者的行为态度在很大程度上影响着员工。因此，企业管理者必须进行角色转变，教练行为就成为一个企业管理者需要掌握的能力之一。本文通过研究以往的文献资料，从企业管理者的角度，研究管理者教练行为对员工创造力所起到的影响。关键字：创造力自我效能感；管理者教练行为；创造力一、 前言管理者教练理论已经经过几十年的的发展，如今已经成为一种较成熟的企业管理技术。陈国海（2005）企业教练技术的发展现状中研究观点，管理者教练过程是通过一系列有方向，有策略的行为改变被教练者的心态。管理者教练技术为企业管理策略提供了一种新的选择，已经有很多管理者在管理工作过程中有意识、无意识的进行教练行为。随着企业管理技术的发展，管理者教练技术已经成为了一个重要的研究课题。本文主要通过查询CNKI数据库，进行模糊匹配检索。收集了众多相关研究的中外文献，并进行综述二、研究现状（一）、国内研究现状对于大多数中国企业来说，管理者教练行为还是新生事物。但是，通过研究分析，很多企业管理者在工作中会做出教练行为，即使很多时候并不是有意识的。近年来，国内已有众多相关领域学者加入了管理者教练行为研究的行列中来。丁晓（2002）企业教练一种新型的管理模式一文中就深入研究了这种新兴的企业管理模式，概括了管理者教练模式对员工创造力的几种影响作用。丁晓（2001）企业教练管理的新技术中也进行了相同的研究，他从管理者的角度阐述了管理者教练行为对企业管理所起到的重要作用。目前，我国对于管理者教练的研究还未深入系统，仅仅停留在基础上。但是随着国内众多的企业以及学者借鉴国外的管理经验，管理者教练行为技术将会越来越多被国内企业管理者使用。（二）、国外研究现状管理者教练在国外已经有了几十年的研究历史，并且取得了丰硕的研究成果，这些研究成果被运用到了企业管理中。Bacon T R,Spear K I.（2003）Adaptive coaching:The art and practice of a client-centered approach to performance improvement.中将管理者教练行为模型概括为，将所有权转移给员工、提供资源并且消除障碍、不提供答案以及鼓励员工思考四项行为指标Noer D M,Leupold C R,Valle M.（2007）An analysis of Saudi Arabian and U.S.managerial coaching behaviors. Journal of Management一文中提出，管理者教练行为是一系列有策略性和方向性的管理过程，它通过教练的技巧去控制受教者的心态及行为。即使国外学者研究成果众多，也无法完整系统的概括管理者教练行为，而且很多学者的研究观点不同。但是，真实这种百家争鸣的状态，推动着管理教练行为逐渐成为企业管理战略，被众多企业管理者所青睐。（三）、存在的问题管理者教练技术在西方国家得到了几十年的飞速发展，其实践反而走到了理论的前面，很多研究成果都对国立教练行为的技巧、过程、原则等进行了详细的研究。然而管理者教练行为的学术研究目前来说，还是一个较新的领域。很多研究理论还不成熟，无法系统概括管理者教练技术。目前，大部分的研究都集中在对于管理教练这个概念本身的讨论和一些研究。Kilburg R R.（2001）Facilitating intervention adherence in executive coaching: A model and methods. Consulting Psychology Journal: Practice & Research中表示，很多与管理教练技术密切相关的很多问题还没有的到解释，比如，管理教练技术对员工绩效的影响机制，管理者教练的影响因素、受教者与教练者之间的机制等待呢。如果这些问题得不到很好的解决，就将限制着管理者教练技术的长远发展。三、创造力自我效能感与员工创造力（一）、创造力自我效能感Kouzes J,Posner B.（2005）When leaders are coaches. Coaching for leadership: The practice of leadership coaching from the worlds greatest coaches认为，在自我调节系统中人们对与自己的能力判断，由此自我效能感这个被提出。自我效能感是指人们在面对自己在特定领域实现自己的行为目标所需要的信念或者信心。当人们进行某种活动时个体自我效能感决定着其动机水平。在此理论基础上，Tierney &Farmer在2002年提出创造力自我效能感的概念。王影（2012）变革型领导对员工创造力的影响研究以创意自我效能感为中介变量中提出，创造力自我效能感就是一种指向创造力的效能，决定着一个个体在进行创造力活动是的水平和效率。创造力自我效能感是指个体在对自己某个领域的活动或工作中对自身行为的创造性表现的一种主管评价，他的本质是员工对于自己的创造力的认同和觉察。（二）、员工创造力员工在环境组织中所产生的有益于组织的运作、把构想变成现实和发展新构想的能力叫做创造力。彭旺（2013）心理授权影响员工创造力的理论与实证研究中发表自己对于创造力的观点。具有创造性的工作有极大的风险，当员工使用不同于以往的方式开展工作或者解决问题时，不能保证新的工作方式能有效、成功。因此，创造性员工总是会格外关注组织如何看待创造性的工作，是否支持。于文星（2015）变革型领导对员工创造力的影响一文中表示，当一个组织支持并且鼓励员工解决工作个发挥创造力，员工将会在工作中积极的发挥自己的创造力，因为不用担心尝试失败而受到惩罚。领导是构成员工工作环境的因素之一，因此在很大程度上影响着员工的创造性。Dionne（2007）和Choi（2004），Jaussi、Randel研究表明，在员工创造性工作中，创造力自我效能感充当中介者的作用。创造力自我效能感就是一种指向创造力的效能，决定着一个个体在进行创造力活动是的水平和效率。当遇到困难时，创造力自我效能感会为员工提供巨大的激励和动力，继续将创造性工作进行下去。五、总结文章通过总结相关中外文献的研究观点，详细介绍了创造力对企业的意义、创造力自我效能感应的的理论、管理者教练行为的概念，并对管理者教练行为在各个方面和创造力自我效能感的关系，创造力自我效能感对创造力可能造成的影响进行了着重的阐明，得到结果表明管理者教练行为对员工创造力拥有明显的正向作用，而创造力自我效能感在这种关系中起到了中介作用。本文揭示了管理者教练行为的深刻内涵，为以后的研究提供了参考价值。参考文献1赵刚. 职业经理人企业教练行为对组织创新影响作用的实证研究D.山东大学,2012.2黄敏. 企业教练的有效性与胜任素质模型研究D.山东大学,2012.3孟磊. 领导行为模式对员工创造力的影响研究D.浙江大学,2008.4王乐勋. 变革型领导与员工创造力的关系研究D.浙江理工大学,2013.5高昂. 华人组织中家长式领导有效性研究D.清华大学,2013.6雷星晖,单志汶,苏涛永,杨元飞. 谦卑型领导行为对员工创造力的影响研究J. 管理科学,2015,02:115-125.7彭旺. 心理授权影响员工创造力的理论与实证研究D.湖南师范大学,2013.8陈佳. 新生代员工参与需求对其领导风格偏好的影响研究D.湖南大学,2012.9程伟波. 包容性领导对员工态度和行为影响的实证研究D.中南大学,2014.10于文星. 变革型领导对员工创造力的影响D.山东师范大学,2015.11 杨英,龙立荣. 西方指导关系的理论概述J. 心理科学进展. 2006(03)12 苗青. 基于团队的指导人计划:某民营企业试点研究J. 人类工效学. 2005(04)13 陈国海. 企业教练技术的发展现状J. 商讯商业经济文荟. 2005(03)14 王影. 变革型领导对员工创造力的影响研究以创意自我效能感为中介变量J. 经济论坛,2012,03:159-162.15 王辉,李晓轩,罗胜强. 任务绩效与情境绩效二因素绩效模型的验证J. 中国管理科学. 2003(04)16 孙健敏,焦长泉. 对管理者工作绩效结构的探索性研究J. 人类工效学. 2002(03)17 苗青,王重鸣. 指导人计划的研究进展J. 人类工效学. 2002(02)18 丁晓. 企业教练一种新型的管理模式J. 企业天地. 2002(05)19 刘小平,王重鸣. 组织承诺及其形成过程研究J. 南开管理评论. 2001(06)20 丁晓. 企业教练管理的新技术J. 经济月刊. 2001(05)21 Bacon T R,Spear K I.Adaptive coaching:The art and practice of a client-centered approach to performance improvement. . 200322 What is a coach?. /ICF .23 Noer D M,Leupold C R,Valle M.An analysis of Saudi Arabian and U.S.managerial coaching behaviors. Journal of Management . 200724 Schnell E R.A case study of executive coaching as a support mechanism during organizational growth and evolution. Consulting Psychology Journal:Practice and Research . 200525 Kilburg R R.Facilitating intervention adherence in executive coaching: A model and methods. Consulting Psychology Journal: Practice & Research . 200126 Kouzes J,Posner B.When leaders are coaches. Coaching for leadership: The practice of leadership coaching from the worlds greatest coaches . 200527Sewon Kim,Toby M. Egan, Woosung Kim, Jaekyum Kim, The Impact of Managerial Coaching Behavior on Employee Work-Related Reactions activities, J, J Bus Psychol (2013)28TerjeSltten, Determinants and effects of employees creative self-efficacy on innovative activities, J, International Journal of Quality and Service Sciences, 2015外文翻译原文1：The Impact of Managerial Coaching Behavior on Employee Work-Related Reactions activitiesHypothesized Conceptual Model and Structural CorrelationsOrganizational researchers and practitioners have identied several potential benets of managerial coaching outcomes. Increased role clarity is often identied as a primary potential outcome of managerial coaching (Allenbaugh 1983; Ellinger and Bostrom 1999; Peterson and Hicks 1996). Amplied satisfaction with work is another main expected outcome of managerial coaching (Ellinger et al. 2003; Hargrove 2008; Lok and Crawford 2004). Coaching is also likely to be linked to employee work-related commitment (e.g., career commitment and organization commitment) and job performance improvement (Ellinger et al. 2003; Evered and Selman 1989; Hargrove 2008; London 1983; Meyer and Allen 1997; Zemke 1996). Although many assumed there would be potential benets of managerial coaching outcomes, few studies have been found to address how managerial coaching brings about these outcomes in a systematic manner. Thus, for this study we explored these potential advantages of employee outcomes in association with managerial coaching, and employee work-related variables within the hypothesized model below, guided by earlier theories and empirical studies.Role ClarityEmployee role state is often discussed in terms of role ambiguity (lack of role clarity) in organizations. Role ambiguity can be regarded as the lack of necessary information regarding role expectation for a given organizational position (Rizzo et al. 1970, p. 151) and, in this study, is identied as a state of employee cognition regarding their role. Peterson and Hicks (1996) claimed that systematic feedback provided by managerial coaching could raise employee self-awareness on the job. This effective feedback can also help employees better comprehend their goals and responsibilities in relation to their organizational roles and further rene paths toward accomplishing the established goals (Allenbaugh 1983; House 1996). According to the role theory, role clarity can also considerably inuence employees on their attitude and behavioral responses. The lack of role clarity increases employee stress in a dynamic, complex work environment (Kahn et al. 1964). And, if employees do not clearly understand expectations from their manager and organization, related tasks and relationship with their manager in the organization may be misaligned (Rizzo et al. 1970). In their empirical studies, Gilboa et al. (2008), Fried et al. (1998), and Tubre and Collins (2000) reported that role clarity was signicantly and positively correlated with job performance. Several researchers also found that dissatisfaction with work could be caused by a high level of role ambiguity (Brown and Peterson 1993; Jackson and Schuler 1985). Thus, informed by the research and theoretical perspectives outlined above, we proposed the following hypotheses for this study (also see Fig. 1 depicting these proposed relationships, along with the others comprising our hypothesized model):Hypothesis 1 There will be a signicant positive relationship between perceived managerial coaching behavior and employee role clarity.Hypothesis 2 There will be a signicant positive relationship between perceived employee role clarity and satisfaction with work.Hypothesis 3 There will be a signicant positive relationship between perceived employee role clarity and job performance.Author: Sewon Kim, Toby M. Egan, Woosung Kim, Jaekyum KimNationality: USAOriginate from: Springer Science and Business Media New York 2013译文1虚拟概念模型与结构相关性有组织的一批研究人员和从业人员已经得出了几个管理者教练行为的潜在价值。而其中被认为是最基本的管理者教练行为价值的及时增加了角色的清晰度(Allenbaugh 1983; Ellinger and Bostrom 1999; Peterson and Hicks 1996)，而管理者教练行为的另一个值得期待的作用就是放大工作满意度(Allenbaugh 1983; Ellinger and Bostrom 1999; Peterson and Hicks 1996)。教练行为与员工工作相关的承诺(其中包括工作承诺和组织承诺)，以及员工工作表现的提升，有着千丝万缕的关系(Ellinger et al. 2003; Evered and Selman 1989; Hargrove 2008; London 1983; Meyer and Allen 1997; Zemke 1996)，虽然很多人认为管理者教练行为有很多潜在的优点，但是很少有研究发现如何系统化的落实这些优点。为此，在这篇文章中，我们将探索教练行为对于者的这些潜在的好处。并且探讨在假设模型下员工工作有关的变量是如何被早期理论和实证研究所引导的。角色明晰在组织中，对于员工的角色状态经常被说成叫角色模糊（缺乏角色明晰），角色模糊可以被视为“对于一个给定的组织地位，缺乏与角色期望有关的重要信息。” (Rizzo et al. 1970, p. 151)，同时，在本文中，其被视为企业员工了解自身角色认知状态的一个方式，Peterson and Hicks (1996)声称，管理者教练行为提供的系统化反馈可以提高员工的自我意识。这种有效的反馈方式可以帮助员工们更好的理解他们在工作中的目标和责任，并且关系到了员工组织角色以及重新定义完成已经建立的目标的路径(Allenbaugh 1983; House 1996)。根据角色理论，角色明晰同时还被认为可以影响工作人员的工作态度和行为反应。缺乏工作明晰会增加员工在一个动态的复杂的工作环境下的压力(Kahn et al. 1964)。并且，如果员工不能够清楚的了解他的管理者和公司的想法和期望时，相关的任务以及他与组织、公司的关系就会因此而产生问题(Rizzo et al. 1970)。在实证研究中，Gilboa. (2008), Fried (1998)以及Tubre Collins (2000) 报道称，角色明晰与工作效率绩呈现出显著的正相关。一些研究人员还发现，高度的角色模糊化会导致严重的工作不满(Brown and Peterson 1993; Jackson and Schuler 1985)。工作满意度 工作满意度是指员工对于某项工作的情绪回应状况。(Cammann et al. 1983)，一些组织的研究显示有效的管理方法以及领导者的行为能够提升员工的工作满意度，换句话说，管理者教练行为可以影响员工对于工作的满意度，从而增强自我认知因此，通过以上所呈现出的研究和理论，我们可以得到很多信息，从而我们为本研究提出了多种假设模型。并且将这些假设模型进行比较，淼唬出他们之间的关系。假设1，管理者教练行为与员工角色明晰呈现出显著的正相关关系。假设2，员工角色明晰与员工工作满意度呈现出明显的正相关关系。假设3，员工角色明晰与员工的工作效绩呈现出显著的正相关关系。作者: Sewon Kim, Toby M. Egan, Woosung Kim, Jaekyum Kim国籍: 美国出处: Springer Science and Business Media New York 2013原文2Determinants and effects of employees creative self-efficacy on innovative activitiesThe effect of creative self-efficacy on innovative activities According to Coelho et al. (2011, p. 31), “frontline service employees often hold unstructured jobs, frequently facing customers with quite diverse needs, implying that they need to be innovative”. This article links creative self-efficacy to front-line employees innovative activities. Innovative activities in this study refer to behavioural acts of the front-line employees in their interactive processes with customers. Specifically, innovative activities are defined as the implementation of noveland useful ideas(WestandFarr,1989). The construct has some similarities to Schumpeters(1934) concept of “process innovation”,which refers to the implementation of a new method of production. However, it is important to note that this implementation of a “new method of production” in process innovations does not indicate some decision about standardization or a predetermined way of how services should be delivered to customers. In line with the characteristics of services as something that is heterogeneous in its nature (Parasuraman et al., 1985), innovative activities involve the process of implementation of novel and useful ideas in the process of customizing ones service. Although some noveland useful elements can be reproduced in the same way to several customers, it maybe difficult, if not impossible, to implement all innovative activities in every interaction with all of the firms customers。Consequently, the content of the actual level of innovative activities will vary depending on the customers needs and wants. Innovative activities are thus analogous to what Galloujand Weinstein(1997) “ad hoc innovation”, where an innovation produced in the process an overland useful solution for the individual customer but not necessarily for the firms customers as a whole.Moreover, Bandura (1997, p. 239) relates self-efficacy to innovative activities by suggesting that “innovativeness require an unshakable sense of efficacy”. Previous research also supports a link between the two constructs(cf.Hsuetal.,2011;MathisenandBronnick,2009;TierneyandFarmer,2002,2011).On the basis of the aforementioned discussion, this study suggests that there is a positive relationship between front-line employees creative self-efficacy and innovative activities. Consequently, the following hypothesis was proposed:This study used a structured survey questionnaire. Before the collection of data, one expert evaluated the questionnaire and pre-test editon five respondents to evaluate the readability and understand ability of the questionnaire. This pre-test led to certain questions being re-worded for the sake of improved validity and clarity. To measure creative self-efficacy dimensions, this study formulated items that were inspired by Gongetal.(2009).One of the sample items was “I have confidence in my ability to solve pr