CAJ | 학술논문

根据社会认知理论，探讨组织情景中领导者创新性工作表现对下属创造力的影响，将领导成员交换关系和威权型领导作为情景因素，来探索它们的交互效应对下属创造力的影响。本研究采用问卷法，选取领导一下属配对数据，通过两个子研究来验证假设。研究结果显示：（1）领导创新性工作表现与下属创造力存在积极的正相关关系，创新的内在动机在其中起着中介作用；（2）威权型领导能够有效地调节这种关系；（3）领导创新性工作表现、领导成员交换关系和威权型领导对下属创造力存在三重的交互作用。最后，文章讨论了研究的局限与启示，并指出未来可能的研究方向。
근거사회인지이론，탐토조직정경중령도자창신성공작표현대하속창조력적영향，장령도성원교환관계화위권형령도작위정경인소，래탐색타문적교호효응대하속창조력적영향。본연구채용문권법，선취령도일하속배대수거，통과량개자연구래험증가설。연구결과현시：（1）령도창신성공작표현여하속창조력존재적겁적정상관관계，창신적내재동궤재기중기착중개작용；（2）위권형령도능구유효지조절저충관계；（3）령도창신성공작표현、령도성원교환관계화위권형령도대하속창조력존재삼중적교호작용。최후，문장토론료연구적국한여계시，병지출미래가능적연구방향。
Since individual creativity is the building block for organizational innovation, there is a heightened level of interest in individual creativity. With many influencing factors, special attention has been devoted to a leader＇s impact on followers＇ creativity. Drawing on social cognitive theory, the study focused on the influence of the leader＇s creativity on the employees＇ creativity in organizational settings, and further incorporated Leader Member Exchange Relationship （LMX） and authoritarian leadership as situational factors to tap their interaction effects on employees＇ creativity. We conducted two studies using two different samples of leader-subordinate dyads in China to test our assumptions. Data in study 1 were collected from three Chinese organizations including a college, a hospital and a public institution. A total of 120 employees and their leaders participated in the survey and 96 （80%） pairs of leader-member dyads provided usable responses. The result of Study 1 demonstrated that the presence of the leader＇s creativity was associated with the employees＇ creativity and intrinsic motivation was a mediator between the two constructs. The data in Study 2 was collected from 21 Chinese companies of various sizes in the industries of construction design, electronics, information technology, networking, software and consulting. All 202 leader-member dyads were invited to participate in the survey, and 194 pairs （96%） provided usable responses. The findings showed：（1） the presence of the leader＇s creativity had a positive association with the employees＇ creativity; （2） authoritarian leadership positively moderated this relation; （3） LMX interacted with the joint condition to affect employees＇ creativity - more specifically, the effect of the leader＇s creativity on the employees was stronger when both LMX and authoritarian leadership were high than when LMX was high and authoritarian leadership was low; the effect of the leader＇s creativity on the employees was stronger when both LMX and authoritarian leadership were low than when LMX was low and authoritarian leadership was high. Different from other studies＇ focusing on the leader＇s management activity, we demonstrated the implicit and potential influence of the leader＇s creative performance at work on the followers as well as the influences of some context variables. By doing this, we expect to enrich the social learning theory and leadership literatures. By discussing the interaction effects, some straightforward fashions were challenged. At the end of the paper, the limitations and the future directions were discussed.