燃烧自己照亮团队：资源流动视角下服务型领导对团队和自身的影响效应及机制研究

In the new ear with employees of new generations dominating the labor market, scholars and practitioners from home and abroad are paying more and more attention to servant leaders who go beyond self-interest to develop employees to their full potential. Nevertheless, extant research mainly focuses on servant leadership’s positive impact on individuals, leaving the pros and cons of practicing servant leadership for leaders themselves largely under-explored, especially when the associated pros would outweigh the cons at the team level. Answering this question is important as it is the key for organizations to sustain leaders’ servant behaviors. Using conservation of resources (COR) theory as an overarching theoretical framework, Study 1 aims to adopt grounded research approach exploring the resource flow of servant leaders in the process of serving the team, revealing the manifestation of “burning oneself” (personal resource loss) and “illuminating the team” (gain from team growth), and developing the corresponding measurement scales. Through both field experiment and multi-source, multi-wave and multi-level questionnaire survey, Study 2 and Study 3 strive to empirically examine the resource gain and loss of practicing servant leadership for leaders themselves and subsequent influence on their work and family life. Further, we attempt to reveal what contextual support organizations could offer to help servant leaders enjoy their work and family life while serving the team. As such, this research not only opens new avenues for future servant leadership research, but also provides specific suggestions that organizations can take to support as well as reap from servant leaders.

在新生代员工逐步成为人才市场主力军的新时代背景下，能够超越自我利益而发展他人的服务型领导正备受国内外学术界与业界关注。然而现有研究多关注服务型领导对个体的益处，尚未有研究系统性地在团队层面探究践行服务型领导对领导自身的利弊且何时利大于弊；而这却是确保服务型领导在组织中长存的关键。以资源保存理论为主要理论框架，研究一将基于扎根研究深入挖掘领导在服务于团队发展过程中的资源流动，“燃烧自己”(个体资源损耗)、“照亮团队”(团队成长增益)的具体表现形式，并开发相应量表。研究二和研究三将结合实地实验与多源、多时点、多层次的问卷调查设计交叉检验践行服务型领导对领导自身工作及家庭生活的影响以及资源损益的过程机制，并考察组织能提供怎样的情境支持使领导在服务于团队的同时能拥有有益的工作及家庭生活。本项目不仅将开辟服务型领导的研究新方向，也将为组织如何能够支持服务型领导而获得双赢局面提供有针对性的建议。

采用多种研究方法，本项目系统性地解锁领导在服务员工过程中的资源流动，即领导提供哪些资源给员工（“点燃效应”），以及员工如何能通过自身工作行为补给资源给予领导（“反哺效应”）。累计发表8篇SSCI期刊论文（6篇一作；1篇一作FT50，6篇ABS三四星），1篇中文论文，5篇会议论文，另有数篇中英文论文正在审稿中。研究发现和成果如下：.（1）在“点燃效应”方面，发现领导可以通过其服务型行为或与下属建立良好的上司-下属关系而帮助员工构建服务他人的工作意义感（心理资源）、使得员工更易体验与工作的匹配度（心理资源）、并促进员工超越自我为团队整体资源创造做贡献（社区建立的关系资源）；成果发表于《Journal of Service Research》、《European Journal of Work and Organizational Psychology》、《Journal of Work and Organizational Psychology》。.（2）在更为侧重考察的“反哺效应”方面，独辟蹊径地从追随力视角出发，发现下属及团队确实可以通过自身主动型行为来补给信息、关爱、服务、地位等重要工作资源来有助于领导工作有效性；成果发表于《Journal of Applied Psychology》、《British Journal of Management》、《International Journal of Hospitality Management》。.（3）根据企业实际情况及疫情等外部环境变化，进一步发现外部利益相关者（如顾客）以及组织越发对通讯工具的依赖也会影响领导-下属互动；成果发表于《Journal of Occupational and Organizational Psychology》、《International Journal of Contemporary Hospitality Management》、《心理科学进展》。.本研究对资源以及人-环境匹配相关理论有重要拓展，为未来领导力及追随力研究奠定扎实的理论基础并提供独到的思考方向。在本项目资助与培养下，负责人还担任《HRM》（FT50）特刊副编辑，《AP: IR》（ABS3）编委会成员；积极参加AOM及IACMR会议并主持分会场；培养硕士研究生5名；将成果转为科普文使更多群体受益。

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