近年来，随着扁平化组织架构的逐渐普及，授权式领导力在研究领域与企业管理实践中都受到了越来越多的重视。这种以员工发展为目的、鼓励员工进行自我管理的领导方式不光在企业中受到了格外的青睐，在学界也得到了密切的关注。然而，随着研究的不断深入，研究者逐渐意识到，授权式领导力是把“双刃剑”，在给员工、团队与企业带来正面作用的同时，也会造成一定的损害。在对授权式领导力双面性作用的探讨中，很多问题都等待着学者去回答：授权式领导力双面性作用的成因是什么？员工的动机与需求在此过程中扮演了怎样的角色？授权在团队中的分配差异又会带来怎样的影响？本研究围绕着这些问题展开，旨在探讨授权式领导力对员工工作绩效与满意度可能产生的双面性影响，以及此过程的中介机制。本文分为三部分。第一部分是关于自我决定理论、授权式领导力、心理授权、组织公平感等本文相关理论和变量的文献综述。通过文献搜集、整理与综述，对概念的内涵进行了详细的阐述与辨析，同时对概念的起源、发展、测量、前因变量与结果变量等方面进行了详细的综述，以便为后续的两个实证研究奠定扎实的理论基础。第二部分是关于员工“授权需求-授权获得”匹配程度对工作表现、工作满意度的影响及心理授权中介机制的实证研究。此研究从自我决定理论出发，通过问卷调查的形式，对数据进行了响应面分析，并对假设进行了检验。研究结果发现，员工的“授权需求-授权获得”匹配程度通过心理授权的中介机制，与工作绩效之间呈现“倒U型”的曲面关系。第三部分以组织公平理论的视角审视“授权需求-授权获得”匹配程度对结果变量的影响，并将研究扩展到团队层面，进一步讨论了团队中的授权分配可能造成的影响。问卷调查的结果表明，“授权需求-授权获得”匹配程度与员工在团队中获得的相对授权的多少，都通过影响组织公平感，对结果变量产生影响。本文的研究结果表明，授权式领导力发挥双面性作用的过程是十分复杂的。领导在进行授权时，应充分考虑到员工的需求与授权的分配情况，以便在最大程度上发挥授权式领导力的积极作用。最后，本文对研究结果进行了总结与讨论，总结了研究的理论与实践意义，对研究的不足之处进行了思考，并对未来的研究方向提出了建议。
In recent years, with the gradual popularization of the flat organizational structure, empowering leadership has been highly valued in both research field and enterprise management practice. Empowering leadership, which gives employees additional power and responsibilities to encourage employees to lead themselves, has received close attention in the academic field. As research continues to deepen, researchers have come to realize that empowering leadership is a “double-edged sword” that brings positive effects to employees, teams and businesses, while also causing certain negative consequences. With the development of researches, several problem are yer to be answerd: What is the cause of the paradoxical effects? How does the employee's need for empowerment influence the effect? Moreover, how does the distribution of empowerment waves its influences? With such questions, this paper aims to explore the possible double-sided impact of empowering and the mediation mechanism of this process.This paper can be divided into three parts. The first part contains a literature review of related theories and variables, such as empowering leadership, psychological empowerment, self-determination theory and organizational justice. Through the review of the literature, the connotation of the variables was elaborated and analyzed in detail. Important former studies were summarized, as well as the origin, development, measurement, antecedents and outcomes of related concepts. This part lay a solid theoretical foundation for the two empirical studies in the following chapters.The second part is an empirical study on the impact of the matching relationship of “empowerment demand-empowerment acquisition” on individual performance and job satisfaction, as well as the mediation role of psychological empowerment. Based on the self-determination theory, this study conducted a response surface analysis of the data through questionnaire surveys. The study found that the matching degree of employee “empowerment demand-empowerment acquisition” had an inverted U-shape effect on employee job performance through the mediation of psychological empowerment. In both case of insufficient empowerment and over empowerment, individual performance were lower than case where empowerment demand-empowerment acquisition was matched.The third part of the study examined the impact of employee “empowerment demand-empowerment acquisition” from the perspective of organizational justice. The influence of the distribution of empowerment was also examined, which further extended the research to the team level. The results indicated that the degree of matching between “empowerment demand-empowerment acquisition” and the relative empowerment that employees receive in the team had a non-linear impact on the outcome variables through the mediation of organizational justice.The results of the three studies together reflect that the process of empowering leadership behavior waves its double-sided influence is very complicated. Leaders should fully consider the needs of the employees and the distribution of empowerment while conducting empowering behaviors, in order to maximize the positive effect of empowering leadership. Finally, this paper summarized the research findings, discussed the theoretical and practical significance of the research as well as the limitations, and prospected the future research directions.
