ྏ॓࿐ࣉᅚ 2013, Vol. 21, No. 12, 2103–2109 Advances in Psychological Science DOI: ·研究构想(Conceptual Framework)· *和谐领导的结构、测量及其作用机制 ӑ (ᇏݓದն࿐܄܋ܵ࿐ჽቆᆮაದ৯ሧჷ࣮෮, Кࣘ 100872) ᅋ ေ 在中国组织情境下, 明确和谐领导的内容与结构, 开发具有一定信度和效度的和谐领导问卷。同时, 通过实证研究证实和谐领导对领导者绩效与幸福感的积极影响; 和谐领导的传染性, 也就是和谐领导对下属绩效与幸福感的积极影响。然后, 进一步揭示和谐领导的作用机制, 即考察领导者自身心理状态在和谐领导与领导者自身绩效、幸福感之间的中介作用; 领导者-追随者交换在和谐领导与追随者绩效、幸福感之间的中介作用。 ܱՍ 和谐领导; 工作绩效; 幸福感; 领导者-追随者交换 ٳোݼ B849：C93 1 问题提出 ॖၛؿགྷ, э۪ਵ֝ᇶေܱᇿਵ֝ᆀؓ༯උ֥႕ཙbაՎ၂ᇁ, ၛສэ۪ਵ္֥࣮֝ᇶေਵ֝၂ᆰ൞ቆᆮܵaቆᆮྛູ࿐, ମᇀದࠢᇏႿ࣮ਵ֝ᆀؓ༯උༀིࠛaቆᆮ܄ྛ৯ሧჷ࣮֥ܵಣׄ໙ีbਵ࣮֝ᇁ৯Ⴟູ߭aડၩ؇aྐaᆯ֥֩႕ཙ(Braun, Peus, ճğ൞હဢ֥หᆘࠇᆀྛູᄝथקਵ֝ᆀି႕Weisweiler, & Frey, 2013; Cho & Dansereau, 2010; ཙሔෛᆀಀൌགྷุ֥ଢѓ(Yukl, 2012)bሱഈ۱Tse, Huang, & Lam, 2013; Wang & Howell, 2012)bൗࡀԚၛট, ࿐ᆀૌषᅚਔնਈ֥࣮, ѩ༵ުطؓਸ਼ຓ၂۱٤ӈᇗေ֥໙ีಏޓഒܱᇿ, ္ࣼิԛਔਵ֝หᇉંaਵ֝ྛູંaಃэਵ֝൞ਵ֝ᆀऎСᆃུหᆘࠇᆀіགྷԛᆃུྛູॖିંaᷠ৯ਵ֝aэ۪ਵ֝aᅞਵ֝ა߶ؓਵ֝ᆀሱദӁള၂ུڵ૫႕ཙbбೂ, Ⴕ࿐ᆇൌਵ֝(Authentic leadership)֩ં(Avolio & ᆀᆷԛğਵ֝ᆀᄝਵ֥֝ݖӱᇏ, ၂ק߶ᄎႨಃGardner, 2005; Boal & Hooijberg, 2000; Collins, ৯, طಃ৯ၩሢದაದᆭࡗ֥एঘն, ᆃᇕ2001; Graeff, 1997; House & Aditya, 1997)bሺܴᆃएॖି߶ؓਵ֝ᆀაሔෛᆀᆭࡗ֥ྐ༏๙Ӂུં, ૌॖၛؿགྷ, ն҆ٳ࣮ܱᇿ֥൞ğਵളڵ૫֥႕ཙ; ᄝਵ֝ݖӱᇏ, ਵ֝ᆀႵൈم֝ᆀႋھऎСહဢ֥หᆘࠇᆀྛູҌିؓሔෛಀॉ੮აದ֥ܱ༢, طᆃࣼॖି߶ߊਆᆀᆭᆀ, Ⴍః൞ሔෛᆀི֥ࠛӁളࠒࠞ႕ཙĤбೂ, ࡗ֥ܱ༢, ಞਵ֝ᆀᇯࡶაᇛຶ֥ದएᄀটᄀBassࣼϜэ۪ਵ֝קၬູğ๙ݖಞჴ۽ၩ്֞ჹ, ֝ᇁԛགྷܛۋ, ѩቋᇔႵॖିؓਵ֝ᆀ֥෮ӵքༀ֥ᇗေၩၬ, ࠗؿ༯උ֥ۚҪՑླေ, ིࠛaളაྏሑঃӁളڵ૫႕ཙ(Byrne, 1991; ࡹ৫ཌྷྐ֥ٲຶ, ՜༯උູਔቆᆮ֥০ၭConlin & Kerwin, 2002)bགྷൌളࠃᇏ, ૌ္ॖၛ།വሱ֥࠭০ၭ, ѩղ֞ӑݖჰট௹ຬ֥ࢲݔܴҳ֞, Ⴕུਵ֝ᆀ֥႕ཙ৯ޓ఼, ۽ቔིࠛა(Bass, 1985; ӑ, ൈा, 2005)bՖᆃ၂קၬࣼྜྷڞۋ္ޓ఼; ൞, Ⴕུਵ֝ᆀ֥႕ཙ৯҂հ, ൞۽ቔིࠛაྜྷڞۋಏѩ҂൞ޓۚ(ᅦࡹ, 2010)bᆃࣼླေૌಀනॉğਵ֝ᆀႋھऎСଧ൬۠ರ௹:2013-08-16 ུหᆘაྛູ, Ҍି࠻Ⴕ႕ཙ৯, طႻ҂ᇀႿԛ* ݓࡅሱಖ॓࿐ࠎࣁ(71172178, 71372159)ሧᇹ, ݓࡅo985۽ӱႪ൝࿐॓Էྍཛଢpህཛࣜٮሧᇹb གྷഈ૫෮ิ֥֞ڵ૫႕ཙĤ ๙ቔᆀ:ӑ, E-mail: lichaoping@ ѵථ֩ૹೌֹѽሚ֞ਔᆃ၂“ॢϢ”, ิԛ2103
2104 ྏ ॓ ࿐ ࣉ ᅚ ֻ21ज ਔ၂ᇕྍ֥ਵ֝ં——ބཾਵ֝(Resonant ള࿐ٚ૫֥࣮іૼ, ᄝ৯ሑ༯, ದLeadership)(Boyatzis & McKee, 2005)bѵථ֥֩նଷ߶ᄠൈܱо၂ུ҂ᇗေ֥പࣜࠃ, Ϝᇶᆷԛ, ਵ֝൞҂؎႕ཙದ֥ݖӱ, ္൞ӻ࿃ေࣚ৯ࠢᇏငభ෮૫ਢ֥໙ีഈ, طᆃၩሢೆაڱԛ֥ݖӱ, ޓಸၞԛགྷ“ڱԛሸކᆡ”, ѩૌ߶э֤҂ପહष٢aਲࠃaڶႵԷᄯ৯, ѩэ֝ᇁ“҂ބཾ”bૌಪູ, ਵ֝ંсྶܱᇿਵ֤֝ࢊ੮ა҂ν(Al'Absi, Hugdahl, & Lovallo, ᆀ൞ೂޅটൌགྷაົӻ“აሱദ֥ބཾ”a“აದ2002)bᄝᆃᇕ҂ν֥ሑঃ༯, ೂݔ҂ିҐ౼ൡ֥֒ބཾ”ބ“აߌ֥ބཾ”, ࣉطӻֹࣲົӻਵ֥֝ႋؓҦაծീ, ਵ֝ᆀࣼޓႵॖି߶ᄀؿत৯a႕ཙ৯აሜᄀིࠛ, ѩ՜ࣉਵ֝ᆀྜྷڞۋ֥֤ሱ࠭҂ି॥ᇅअ૫, ࣉطϜದ֥ྛࢳູิശbෙಖѵථ֩ิԛਔᆃ၂ં, ѩᆌؓཨ֥ࠞࠇຯཽྟ֥bቔູ၂ᇕЧିّႋ, ਵ֝ᆀھંิԛਔ၂ུܱࡌഡ, ൞ѩીႵ๙ݖൌࠞႵॖିҐ౼၂ུሱЌࠏᇅ, টົӻሱ֥࠭ᆣ࣮ؓᆃུࡌഡࣉྛဒᆣbطေಞބཾਵ֝ᆞ૫ྙའაಃຯ, ѩڎಪ໙ี֥թᄝbᆃဢቓ֥ંିܔؓਵ֝ંაܵൌႵ۷఼֥ᆷ֝ቔႨ, ࢲݔ൞ğ၂ٚ૫, ਵ֝ᆀა༯උ֥ܱ༢߶ᄀটᄀࣼႵсေຶಡᆃ၂໙ีषᅚൌᆣ࣮bၹՎ, Чൿჹ, ѩ֝ᇁჴ۽҂჻ၩϜሱ࠭෮ਔࢳ֥֞၂ུ࣮ᄝᇏݓᆃ၂ห൹֥ቆᆮ౦༯, ຶಡބཾᆇൌ౦ঃБۡ۳ਵ֝ᆀ, ࠧԛགྷૌᇏݓದࣜӈਵ֝षᅚൌᆣ࣮, ऎุটඪ, ૌၛѵථ෮ඪ֥“Б༟҂БႬ”ࠇ༆ٚ໓ངᇏ෮ඪ֥“CEOิԛ֥ބཾਵູ֝ԛؿׄ, ࣉ၂҄ૼಒބཾਵ֝Ѩ”, ֤ਵ֝ᆀޓਔࢳ֞ᆇൌ֥౦ঃѩቓԛ֥ࢲܒაଽಸ, षؿބཾਵ֝ҩਈ໙ज, ѩ๙ݖᆞಒ֥थҦ, ቋᇔӮູ“ܛࡅܪದ”(Byrne, 1991); ൌᆣ࣮Ӈ൫ಀᆣൌބཾਵ֝ؓਵ֝ᆀሱദིࠛაਸ਼၂ٚ૫, ਵ֝ᆀ҂֤҂ޓ؟֥ൈࡗა৯ॆྜྷڞۋ֥ࠒࠞ႕ཙࠣఃቔႨࠏᇅ; ᆣൌބཾਵ֝ؓᆚ, ֝ᇁਵ֝ᆀᄝྏބളഈჭగնഄ, ቋሔෛᆀིࠛაྜྷڞۋ֥ࠒࠞ႕ཙࠣఃቔႨࠏᇅb ު֥ࢲݔࣼ൞, ਵ֝ᆀ߶ؿགྷሱ࠭э֤ᄀটᄀၛࠢᇏᇿၩ৯aၛЌӻౢ༉֥නਫ਼, ္ၛቓ2 理论探讨和研究构想 ԛᆞಒ֥थҦb۷ູമ֥൞, ֒ਵ֝ᆀۋतࠈaЧ࣮ऊࢊᄝބཾਵ֥֝ࢲܒaҩਈࠣఃቔ҂ᄆބ҂ν, ཊೆ֮ઋ֥౦࿂᜔ໟط҂ିሱϙൈ, Ⴈࠏᇅ֥࣮bބཾਵ֥֝ቔႨࠏᇅՖਆ۱࢘ૌࣜӈ߶ᄝնଷّگ߭٢ପུИഄउೞ֥൙؇ࣉྛٳ༅౦, ᆃᄝ൙ൌഈࣉ၂఼҄߄ਔૌ֥ཨࠞ౦࿂ބ, ၂൞ٳ༅ބཾਵ֝ؓਵ֝ᆀሱ࠭۽ቔིࠛaྜྷڞۋ֥႕ཙ, ࠣఃቔႨࠏᇅ; ؽ൞ٳधຬྏ౦, ࠧԛགྷྏ࿐ഈ෮ඪ֥“ሱඪڛ”གྷ༅ބཾਵ֝ؓሔෛᆀ۽ቔིࠛaྜྷڞۋ֥႕ཙའ, ᆃࡼࣉ၂҄ߊਵ֝ᆀሇ҂ਅअ૫֥ି৯, ࠣఃቔႨࠏᇅbऎุটඪ, Ч࣮Їওၛ༯ࠫ۱(Aronson, 1999)bᆃਆٚ૫֥ၹࢌᆮᄝ၂ఏ, ᄯ҆ٳbӮ֥अ૫൞ğਵ֝ᆀສສمुౢሱ࠭aದބ ߌЧট֥૫ଢ, ૌ߶ջሢ“Ⴕငࣤ”ु໙ี, 和谐领导的结构 ਵ֝ᆀ֥۽ቔႵࠫ۱ཁᇷ֥หׄğਵ֝ᆀ֥ၛሱ֥࠭ಪᆩ, ط҂൞൙౦֥ЧᇉູࠎԤটቓथᄳᇗնҦ, ቋު֝ᇁਵ֝ᆀ۽ቔིੱࢆ֮, ؓሱ֥࠭ࠛ, ഈေؓቆᆮڵᄳ, ༯ေؓ༯උڵᄳ; ෮૫ਢ֥࿊ᄴޓഒ߶ౢ༉ૼਔིაྜྷڞۋӁളཨ֥ࠞ႕ཙ; ਵ֝৯ննࢆ֮, , थҦཌྷؓটඪбࢠگᄖ; ૄ฿෮ቓ֥۽ቔႻᄖႻ؟ؓ༯උི֥ࠛაྜྷڞۋӁളཨ֥ࠞ႕ཙbሹᆭ, , Ֆᄪ֞ພફ۱҂๔; ਵ֝ᆯ໊൞၂۱ႄದᇿଢ໊֥ᇂ, ඔႮႿਵ֝ᆯ໊აളऒট҂ॖх૧֥৯, ೂݔਵငࣕᄝुሢ“”, ᄝؓࣉྛࡎ; ေਵ֝ᆀ֝ᆀ҂ିҐ౼ᆞಒ֥ႋؓٚൔ, ቋުສສ҂ॖхૄ฿ྛಃ৯, ཟದീࡆ႕ཙ৯; ေਵ֝ᆀ૧߶ؓਵ֝ᆀ֥ਵ֝৯Ӂളࠞն֥ڵ૫႕ཙb сྶऎСޓ఼֥ሱ॥ᇅି৯, Ϝቆᆮაุ০ѵථაચࠎᄝؓᆃ၂གྷའധೆܴҳ֥ࠎԤၭᇂႿ۱ದ০ၭᆭഈ(Kotter, 1982; McClelland & ഈ, ิԛਔބཾਵ֝ં, ѩࣉ၂҄ᆷԛބཾJemmott, 1980)b෮Ⴕᆃུหׄथקਔਵ֝ᆀсྶਵ֝൞Ⴎࣞतa༐ຬაܱι҆ٳቆӮ֥ൈӵ൳۲ᇕӉ௹৯აࠤྟ৯, ࠧਵ֝ᆯ໊(Boyatzis & McKee, 2005, 2006; McKee & აളऒট֥ಃ৯৯(Power Stress), ѩӉ௹ԩႿMassimilian, 2006)bࣞतᆷ֥൞ਵ֝ିܔؓሱ࠭ۚ؇ࣅᅦሑᆭ༯(Segerstom & Miller, 2004)b ֥၂్aದބሱ࠭۽ቔაളࠃ֥ߌႵປᆜط
ֻ12௹ ӑ: ބཾਵ֥֝ࢲܒaҩਈࠣఃቔႨࠏᇅ 2105 Ⴛౢ༉֥ಪ്, ѩି۴ऌᆃ၂ಪ്Ґ౼ཌྷႋ֥ྛႵሱ࠭ห֥ڄ۬—— ࡅӉൔਵ֝(Cheng, Chou, b༐ຬᆷ֥൞ਵ֝ᆀିܔౢԣӂඍଢѓaཌྷྐ& Farh, 2000)bӑაൈा֥࣮ؿགྷ, ᇏݓ֥ିղ֞ଢѓaᇅקਔྛ࠹߃ࠇᆀਫ਼ࣥ, ѩିಞэ۪ਵ֝ა༆֥ٚэ۪ਵ္֝҂ປಆཌྷሔෛᆀᄝղ֞ଢѓ֥ൈุဒ֞ྜྷڞۋ(Snyder, (ӑ, ൈा, 2005)bႭఃᄝᇏݓ, ބཾऎႵห2002)bܱι൞ᆷਵ֝ᆀିܔᅟᄝ֥ؓٚ࢘؇ಀק֥ଽݤ, ༜Ⴔ֩ࣼህิԛਔބཾܵ(༜Ⴔࢳದ֥ۋ൳ބุ߶aܱ߈ದ, ѩ჻ၩ۴ऌؓ, ഉზٍ, ࣝߩ, ݢະ, 2009); ෛު, ၂ུ࿐ᆀದ֥ۋ൳აุ߶֥ࢳটҐ౼ྛ(Kanov et Ӈ൫Ⴈބཾܵંটᆷ֝ਵ֝ં֥࣮, ္al., 2004)bࣞतၩሢਵ֝ᆀؓ෮Ⴕ၂్Ⴕປູਵ֝ં࣮ᆷૼਔྍ֥ٚཟ(வ٦, ༜Ⴔ, ಆౢྜ֥ಪ്, ၂ٚ૫ᆷିԉٳၩ്֞ሱ֥࠭ଽݢະ, 2013; նې, ༜Ⴔ, ޅٚ, 2009; ༜Ⴔ, ᄝุဒ—— නམaദุaྏ౦aࣚപ, ਸ਼၂ٚ૫ਾவ, ।ٙ, ۫ࣘ, 2013)bၹՎ, ࣼ۷Ⴕсေᄝᇏݓߎିૡ్ܱᇿૌᇛຶᆞᄝؿള֥൙—— ದaሱห“ބཾ”ۀაބཾܵં֥ॿࡏ༯, ๙ݖಖൗࢸaᇛຶ౦ྙၛࠣഠ߶൙ࡱbؓሱദ֥ܱᇿ, ൌᆣ࣮ࢣൕᇏݓหބཾਵ֝ࢲܒbѵථაିܔಞਵ֝ᆀᇿၩ֞ಃ৯৯ջট֥ڵ૫႕ཙ, ચࠎಪູ, ᄝ༆ٚބཾਵ֝Їওࣞतa༐ຬაܱѩᄝ໙ีэ֤ᇗᆭభҐ౼ཌྷႋ֥ծീ; ିܔಞιbᄝᇏݓ, ބཾਵ֝ႋھऎСଧུหᆘࠇᆀіਵ֝ᆇᆞᆩ֡હؓሱ࠭൞ᇗေ֥, હؓሱ࠭གྷԛଧུྛູĤᆃࣼӮູૌсྶಀࢳथ֥໙൞҂ᇗေ֥, ѩᆷ֝ਵ֝ᆀ֥ྛbؓᇛຶߌีbሸഈ෮ඍ, ބཾਵ֥֝ࢲܒაҩਈ൞Ч࣮֥ܱᇿ, ିܔಞਵ֝ਔࢳ۲ো൙౦֥“ᆇൌ”૫ષ, ൮༵ླေ࣮֥ଽಸbᄝᆃ၂҆ٳЧ࣮ҐႨѩऌՎቓԛथҦࠇҐ౼ྛb༐ຬ߶႕ཙሢਵ݂֝ବمࢣൕބཾਵ֥֝ࢲܒ, ಖުषؿཌྷႋ֥ބؓᇛຶൗࢸ֥ۋᆩაुم, ਵ֝ᆀି۷ࠒֹࠞཾਵ֝໙जb ु൙౦, Ӂളࠒ֥ࠞ౦࿂აམم, ѩྙӮ۷఼֥ 和谐领导对自身幸福感与工作绩效的影响ನྟbط, ༐ຬߎିࠗؿሔෛᆀ֥ࠒࠞ౦࿂, 及其作用机制 ૌӁള۷ࠒ֥ࠞམم, ۷Ⴊྮ֥ႋؓି৯bܱބཾਵ֝ᇶေܱᇿਵ֝ᆀაሱ࠭aದࠣߌιၩሢਵ֝ᆀିܔ֥ಀܱྏაϺᇹሔෛᆀ, ֥ބཾ, Ч࣮෮ࢣൕ֥ބཾਵ֝൞ڎିᆇᆞᄝᆃᇕ౦ঃ༯, ਵ֝ᆀ߶۷ഒֹᆺܱᇿሱ, ߶ఏ֞ᆃ۱ٚ૫ི֥ݔ, ࣼӮູЧ࣮сྶಀ۷ࡆषૼ, აᇛຶ֥ದބߌЌӻ৳༢, х૧ܛဒ֥໙ีbਵ֝ᆀ֥ሱބཾႋھุགྷᄝಪᆩٚ৫ބCEOѨ, ѩႏᄯࠒ֥ࠞٲຶb۴ऌѵථა૫ა౦ۋٚ૫, ಪᆩٚ૫ႋھ߶႕ཙਵ֥֝ༀચࠎ֥ࡌഡ, ބཾਵ֝ିܔϺᇹਵ֝ᆀႵིႋིؓࠛ, ၹՎૌٳљ࿊ᄴༀིࠛaྜྷڞۋಃ৯৯, х૧ԛགྷ҂ބཾ, ົӻӻࣲ֥ਵ֝৯(well-being)ቔູޙਈಪᆩሱބཾა౦ۋሱބ(Boyatzis & McKee, 2006; Boyatzis & McKee, ཾ֥ᆷѓbਵ֝ᆀაದ֥ބཾႋھุགྷᄝਵ֝2005; McKee & Massimilian, 2006)b ᆀაದ֥ܱ༢ഈ, ིࠛᇏ֥ᇛшིࠛਵ֝ቔູ၂ᇕഠ߶႕ཙݖӱ, ಒൌ൞၂ᇕᄝ(Contextual performance)ෙಖ҂ିປᆜֹّ႘ਵൗࢸഈ۲۱ݓࡅ௴ђթᄝ֥གྷའ, ൞֥ۀ֝ᆀაದ֥ܱ༢, ൞ॖၛՖ၂۱ҧ૫ّ႘ਵބܒӮಏႵॖିၹݓࡅ໓߄֥҂ط҂֝ᆀაದ֥ܱ༢, ၹՎૌ࿊ᄴᇛшིࠛቔູ(Hofstede, 1993, 2000)bᇏݓቔູ၂۱Ⴕਆత؟୍ޙਈਵ֝ᆀაದބཾ֥ᆷѓbᄝਵ֝ᆀაߌൎ֥ܞݓ, Ⴕሱ࠭Ⴋࣲ֥໓߄ԮbՎຓ, ݓބཾٚ૫, ္ဢթᄝಪᆩა౦ۋਆ۱ٚ૫, ᄝଢభᆞԩႿՖ࠹߃ࣜ࠶ཟ൧ӆࣜ࠶ݖ؈֥ࣜ࠶ሇಪᆩٚ૫ဢ္߶ّ႘ᄝਵ֝ᆀ֥۽ቔིࠛഈ; ௹bᆞ൞ႮႿᆃུၹ֥թᄝ, ֤ૌಪູᄝ౦ۋٚ૫, ૌಪູྜྷڞۋᇏ֥ളࠃડၩ؇ႋᇏݓ֥ਵ֝ݖӱ࠻ႋھა༆֥ٚਵ֝ݖӱႵሢ܋ھॖၛቔູޙਈᆷѓbᆃဢ࿊ᄴޙਈᆷѓ, ࠻ژֹ֥ٚ, ൈ္ႋھႵሱ࠭ห֥ห, ၂ུކࡥჿ֥ჰᄵ—— ุགྷᄝᆺႵིࠛაྜྷڞۋਆ࣮ࢲݔ္ᆣૼਔᆃ၂ׄbбೂ, ໓ᣮ֩ᄝᇏ۱ᇶေэਈ, ൈܱᇿ္֥൞ቆᆮྛູ࿐ᇏቋӈݓဒᆣPMંൈࣼؿགྷ, ᇏݓߎթᄝ၂۱ห֥эਈbၹՎ, Чֻ࣮֥ؽ҆ٳॉҳބཾ֥ົ؇—— ֣(໓ᣮ, ӧ, ֨, 1987)bਵ֝ؓਵ֝ᆀሱദ֥ྜྷڞۋა۽ቔི֥ࠛ႕ཙ, ຖᆢѵ࿔࢝൱֥࣮֩іૼ, ᇏݓఒြ֥ਵ֝ᆀၛࠣਵ֝ᆀሱദྏሑ֥ᇏࢺቔႨbؓႿིࠛ,
2106 ྏ ॓ ࿐ ࣉ ᅚ ֻ21ज ૌൈؓਵ֝ᆀ֥ༀིࠛაᇛшིࠛࣉྛਵ֝ᆀሱദ֥ᆇൌྟa۽ቔၩၬაሱིିbၹҩਈ(Borman & Motowidlo, 1997; Motowidlo & ՎЧ࣮ၛᆃུэਈູᇏࢺэਈ, ॉҳބཾਵBorman, 2000)bྜྷڞۋ(Well-being)൞၂۱ޓॺ֥ٗ֝ቔႨࠏᇅbऎุଽಸ1bࡌഡೂ༯ğ ֥ۀ, ޓ؟ᆺܱᇿ౦ۋྟྜྷڞۋ(Affective ބཾਵ֝ؓਵ֝ᆀሱദ֥ྜྷڞۋა۽well-being)(Zapf, 2002)bᄝЧ࣮ᇏ, ູਔ۷ಆ૫ቔིࠛႵᆞཟ֥႕ཙ, ࠧބཾਵ֥֝ඣᄀۚ, ֹّ႘ބཾਵ֥֝႕ཙ, ҕॉݓଽຓཌྷܱ࣮, ਵ֝ᆀ֥ྜྷڞۋᄀ఼, ۽ቔིࠛࣼᄀۚb ૌൈܱᇿඹ۱ٚ૫֥ྜྷڞۋğა۽ቔཌྷܱ ਵ֝ᆀሱദ֥ྏሑ, Їওᆇൌྟa֥ࠒࠞ౦ۋྟྜྷڞۋ——۽ቔડၩ؇(Job ۽ቔၩၬაሱིି, ᄝބཾਵ֝აਵ֝ᆀሱദsatisfaction); აളࠃཌྷܱ֥ࠒࠞ౦ۋྟྜྷڞۋ֥ྜྷڞۋa۽ቔིࠛᆭࡗఏᇏࢺቔႨb —— ളࠃડၩ؇(Life satisfaction); ཨࠞ౦ۋྟ 和谐领导对追随者幸福感与工作绩效的影ྜྷڞۋ—— ۽ቔ৯(Perceived work stress); ള响及其作用机制 ഠ߶ྜྷڞۋ—— ৯ᆡሑ(Stress symptoms)b ਸ਼ຓ၂۱ᇗေ֥໙ี, ބཾਵ֝Ԣਔିؓਵᆇൌྟ(Authenticity)൞ᆷ۱ุିܔᆇᆞᅧ॥֝ᆀӁളࠒࠞ႕ཙຓ, ൞ڎཞѵථ֩ࡌഡ֥ପሱ֥࠭۱ದุဒ, Їওනམa౦࿂aླaླေaဢିܔԮಙ, ؓሔෛᆀӁളࠒࠞ႕ཙĤਵ֝ᆀ֥ொݺࠇᆀྐဟ……, ࣉطି۴ऌᆇᆞ֥ሱྛ൙, ྛູ߶ູሔෛᆀඎ৫ϼဢ, ሔෛᆀ๙ݖഠ߶ܴҳҐႨაଽྏམمބۋ൳၂ᇁ֥ٚمটіղሱ࠭࿐༝ਵ֝ᆀ֥ྛູ, ࣉطಞሔෛᆀіགྷԛ۷؟֥(Harter, 2001)b۽ቔၩၬ(Meaning)൞ᆷ۱ุ۴ऌބཾྛູ(।ٙ, ᅵ༆, 2010); ਵ֝ᆀ֥หᆘაሱ֥࠭ࡎᆴุ༢ބѓሙ, ؓ۽ቔଢѓބଢ֥ࡎᆴ౦࿂֩ߎ߶๙ݖԮಙིႋ(contagion effect)႕ཙሔ֥ಪᆩbሱིି൞ᆷ۱ุؓሱദປӮ۽ቔ֥ିෛᆀ, ൙ൌഈݓຓ၂ུ࣮ၘࣜіૼ, ਵ֝ᆀ֥৯֥ಪᆩ(Spreitzer, 1995)bሱིି(Self-efficacy)౦࿂ಒൌ߶Ԯಙ۳༯උ, ѩ႕ཙ༯උི֥ࠛॖФקၬູ۱ุؓሱ࠭ᄝหק֥౦ࣟᇏ, ູӮۿ(Vissera, van Knippenberga, van Kleefb, & Wissec, ປӮଖ၂ऎุༀطט෮ླေ֥ࠏaಪᆩሧ2013)bૌಪູ, ބཾਵ֝ࠞႵॖି๙ݖ࢘ϼჷაྛٚσ֥ି৯֥ྐ(ࠇྐྏ)(Stajkovic & ဢაԮಙིႋ֩ؓ༯උི֥ࠛაྜྷڞۋӁളࠒࠞLuthans, 1998)bၛສ֥࣮ࢲݔіૼ, ᆇൌྟa႕ཙb ۽ቔၩၬაሱིିؓ۽ቔིࠛaྜྷڞۋႵཁᇷਵ֝-ሔෛᆀࢌߐ(Leader-member exchange, ֥႕ཙ(Harter, 2001; Spreitzer, 1995; Stajkovic & LMX)ંಪູ, ਵ֝ᆀބሔෛᆀ߶๙ݖ၂༢ਙLuthans, 1998; ݢၴ, ဗϤႁ, 2011)bބཾਵܱ֥֝aކቔ֩ࡹ৫ࠇࠇൿ֥ܱ༢(ᆑ, ᇘᇿਵ֝ᆀაሱ࠭aದࠣߌ֥ބཾ, ႋିิശڂ, 2011; ဗႇ, ৫, ᇛৡٙ, 2010)bਵ֝ᆀ 1 ބཾਵ֝ؓሱദྜྷڞۋა۽ቔི֥ࠛ႕ཙࠣఃቔႨࠏᇅ
ֻ12௹ ӑ: ބཾਵ֥֝ࢲܒaҩਈࠣఃቔႨࠏᇅ 2107 ߶ၹູሔෛᆀ֥ି৯aॖྐ؇ၛࠣӵքᄳູ֥֥ඔऌ, ࣜݖ؟ದщa݂ো, ൈࢲކህࡅཬӱ؇طҐႨ҂֥ਵ֝ڄ۬, ࡹ৫҂ো֥ࢌቆษં֥ࢲݔ, ૼಒބཾਵ֥֝ଽಸაࢲܒb ߐܱ༢, ѩࡼሔෛᆀ߃ٳູ“ಁଽ” (in-group)ބᄝಒקބཾਵ֥֝ࢲܒު, ࢲކധ؇٠“ಁຓ” (out-group)ਆোb“ಁଽ” (in-group)ሔෛᆀซaष٢ൔ໙जטҰ֥ࢲݔ, ҐႨህࡅษં֥ٚ߶აਵ֝ᆀᆭࡗႵ۷఼֥ྐ, ൳֞۷؟ܱᅶ, ൔಒקބཾਵ֝ૄ၂ົ؇֥ऎุีଢbಖު, ᄝቋᇔႵ۷ི֥ۚࠛაྜྷڞۋbط“ಁຓ” (out-group)ఒြaᆟکა൙ြֆ໊ࣉྛࢠնܿଆטҰ, ؓ໙ሔෛᆀ๙ӈაਵ֝ᆀ֥ൈࡗ߶۷ഒ, აਵ֝ज֥ྐ؇აི؇ࣉྛဒb ᆀᆭࡗ֥ྐӱ؇۷֮, ఃིࠛაྜྷڞۋ္ࣼ߶ቋު, ᄝఒြaᆟکა൙ြֆ໊ࣉྛ౼ဢ, ၛ۷֮(ᆑ, ᇘڂ, 2011; ဗႇ, ৫, ᇛৡٙ, ᇏҪܵᆀ్ູೆׄ, ಞ“ᇏҪܵᆀĒఃഈࠩ2010)bބཾਵܱ֝ᇿაದ֥ބཾ, ෮ၛބཾਵĒ༯උ”܋ҕࡆbᇏҪܵᆀแཿ֥໙जଽಸ֝ႋھିܔڿਵ֝ᆀაሔෛᆀ֥ܱ༢, ࣉط႕Ⴕğ༯උ֥ༀིࠛა౦ིࠛ; ሱദྏሑ; ཙሔෛᆀི֥ࠛაྜྷڞۋb္ࣼ൞ඪ, ਵ֝ᆀ-ሔሱ֥࠭۽ቔડၩ؇aളࠃડၩ؇a۽ቔ৯aෛᆀࢌߐႋھ൞ބཾਵ֝აሔෛᆀིࠛaྜྷڞۋ৯ᆡሑbఃഈࠩแཿ֥໙जଽಸႵğᇏҪܵᆀᆭࡗ֥ᇏࢺэਈbၹՎ, Чֻ࣮֥҆ٳࣼ൞, ֥ༀིࠛა౦ིࠛbః༯උแཿ֥໙जଽಸॉҳބཾਵ֝ؓఃሔෛᆀ֥ྜྷڞۋა۽ቔི֥ࠛႵğؓᇏҪܵᆀ֥ބཾਵ֥֝ࡎ; ਵ֝ᆀ-ሔ႕ཙ, ၛࠣਵ֝ᆀ-ሔෛᆀࢌߐ(LMX)֥ᇏࢺቔෛᆀࢌߐ; ሱ֥࠭۽ቔડၩ؇aളࠃડၩ؇a۽Ⴈbऎุଽಸ2b ቔ৯a৯ᆡሑbඔऌؓᆭު, ҐႨࢲܒٚᆃ၂҆ٳ֥ࡌഡೂ༯ğ ӱඌؓඔऌࣉྛٳ༅, ॉҳބཾؓሱ࠭აሔෛ ބཾਵ֝ؓሔෛᆀ֥ྜྷڞۋა۽ቔࠛᆀ۽ቔིࠛaྜྷڞۋ֥႕ཙ, ࠣఃቔႨࠏᇅb ིႵᆞཟ֥႕ཙ, ࠧބཾਵ֥֝ඣᄀۚ, ሔෛ3 预期结果与研究意义 ᆀ֥ྜྷڞۋᄀ఼, ۽ቔིࠛࣼᄀۚb ਵ֝ᆀ-ሔෛᆀࢌߐᄝބཾਵ֝აሔෛЧ࣮ҐႨष٢ൔ໙जטҰaധ؇٠ซაᆀ֥ྜྷڞۋa۽ቔིࠛᆭࡗఏᇏࢺቔႨb ህࡅཬቆษં֩ٚم, ᄝᇏݓቆᆮ౦༯ಒקބ 研究方法 ཾਵ֥֝ࢲܒ, щᇅބཾਵ֝໙ज, ѩؓބཾਵЧ࣮ၛఒြaᆟکა൙ြֆ໊֥ᇏۚҪ֝໙ज֥ྐ؇აི؇ࣉྛဒbൈဒᆣބཾਵܵದჴູ࣮ؓའ, ๙ݖ۱љധ؇٠ซaष٢֝ؓਵ֝ᆀሱദྜྷڞۋაི֥ࠛࠒࠞ႕ཙ; ބཾൔ໙जטҰࠆ౼קྟ૭ඍބཾਵ֝ऎุหᆘაྛਵ֝ؓሔෛᆀྜྷڞۋაི֥ࠛࠒࠞ႕ཙbಖު, 2 ބཾਵ֝ؓሔෛᆀྜྷڞۋა۽ቔི֥ࠛ႕ཙࠣఃቔႨࠏᇅ
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