授权型领导对新生代员工组织公民行为的作用机制研究
摘
要
进入 21世纪，组织面临的环境愈发多变、复杂、模糊而不确定，为适应环境变化，
组织结构日益趋向扁平化和去中心化。与此同时，工作场所中具有独特人格特质与价值
观，更为关注自主权与自我价值实现的新生代员工逐渐成长为组织的中流砥柱，并且在
工作场所中的占比近乎过半。受此双重影响，组织的结构、战略目标、管理方式等随之
改变，组织与管理者们面临着更为严峻的挑战。基于此背景，学界与业界一致认为，新
生代员工仅依据角色内职责完成工作任务越发难以满足组织新的发展需要，新生代员工
的组织公民行为能够最大化地发挥其自主性与能力帮助组织获取更多的竞争优势。因
此，组织期望新生代员工在自发高效地完成组织任务的基础上，具有更高的组织公民行
为倾向。
研究表明，领导者对员工是否展现组织公民行为有重要影响。较其他领导类型而言，
授权型领导通过向新生代员工授予权力可更为有效地提升新生代员工的自主性与自我
管理能力，应对组织结构扁平化与去中心化所带来的影响，并显著激发新生代员工产生
更多的组织公民行为。传统上，授权型领导的结果变量研究大多聚焦于创造力、创新行
为与工作绩效。近年来角色外行为逐渐引起学界关注，已有学者探究授权型领导对员工
建言行为、知识共享行为、组织公民行为等角色外行为的影响，但大多基于领导者视角，
探究领导者授权如何影响员工的心理、态度与行为，较少考虑领导授权过程中员工心理
需要、内在动机如何发挥作用。作为领导者授权与交互的对象，员工的内在因素不可忽
略。基于此，本文引入内在动机作为中介变量，并引入组织公平感、积极追随特质作为
调节变量。综上，本文从自我决定理论出发，综合领导者与员工双重视角，探究授权型
领导对新生代员工组织公民行为的影响过程中，领导者授权与新生代员工内生性因素所
发挥的作用。
为尽可能降低共同方法偏差，本研究使用纵向问卷调查法收集数据，将问卷内容分
为 3个阶段收集，每一阶段间隔两周，通过匹配与筛选，共获得 476份新生代员工的有
效数据。通过 SPSS26、Process3.3、AMOS26等软件对数据进行实证检验与分析，结果
表明：（1）授权型领导能够促进新生代员工的组织公民行为；（2）授权型领导通过提
升新生代员工的内在动机来激发其组织公民行为；（ 3）授权型领导对新生代员工内在
动机的影响受其组织公平感知程度影响，当新生代员工的组织公平感处于高水平时，授
权型领导对其内在动机的正向影响更强，反之，则更弱；（ 4）新生代员工的内在动机
对其组织公民行为的影响受积极追随特质影响，当新生代员工的积极追随特质处于高水
平时，其内在动机对组织公民行为的促进作用更强，反之，则更弱。
研究结果对于管理实践具有一定现实意义：（1）组织层面：揭示新生代员工组织
I
摘要
公民行为的差异来源，组织可通过培养更多授权型领导或是更懂授权的领导者；从文化、
制度、体系、建言路径等多方面构建良好的授权氛围，激发新生代员工的内在动机与组
织公民行为；此外，领导者授权的有效性也可通过新生代员工的综合表现考量。（ 2）
领导者层面：根据管理对象，调整领导风格，强化授权；在招聘、筛选、培养新生代员
工时充分考量其内在动机与积极追随特质水平，并根据新生代员工内生因素与客观能力
因才授权；此外，领导者以身作则，为新生代员工树立积极、乐于助人的榜样也有利于
激发员工的组织公民行为。（3）新生代员工层面：寻找工作机会时，可预先了解组织
授权相关因素，是否能够满足自身预期；并在工作中积极与领导者沟通或是通过自我调
节，使赋权程度更为贴近自身能力与发展需求。
关键词：授权型领导；内在动机；组织公民行为；组织公平感；积极追随特质
II
授权型领导对新生代员工组织公民行为的作用机制研究
Abstract
In the 21st century, the volatile, complex, ambiguous, and uncertain environment that
organizations face now is Increasingly, the organizational structure is becoming flatter and
more decentralized in order to adapt to the changes. At the same time, the new generation of
employees with unique personality traits and values, who are more concerned about autonomy
and self-worth realization, are gradually growing into the mainstay of the organization and
account for nearly half of the workforce. As a result, the structure, strategic goals, and
management style of organizations are changing, and organizations and managers are facing
more serious challenges. Based on this background, academia and industry agree that it is
increasingly difficult for the new generation of employees to meet the new development needs
of the organization by completing their work tasks based only on their in-role responsibilities.
The organizational citizenship behavior of the new generation of employees can maximize
their autonomy and ability to help the organization gain more competitive advantages.
Therefore, organizations expect new generation employees to have a higher propensity for
organizational citizenship behavior based on the spontaneous and efficient completion of
organizational tasks.
Research shows that leaders have a significant impact on whether employees exhibit
organizational citizenshipbehavior. Compared toother leadership styles,empowering
leadership can enhance the autonomy and self-management of new generation employees,
address the impact offlattening and decentralization of organizational structures,and
significantly motivate new generation employees to develop more organizational citizenship
behaviors. Traditionally, research on the outcome variables of empowering leadership has
mostly focused on creativity, innovative behaviors, and job performance. However, in recent
years, extra-role behavior has gradually attracted academic attention. Some scholars have
explored the impact of empowering leadership on extra-role behaviors such as employee
constructive behavior, knowledge sharing behavior, and organizational citizenship behavior,
but most of them are based on the leader's perspective and explore how leader empowerment
affects employees' psychology, attitudes, and behaviors. Little consideration is given to how
employees' psychological needs and intrinsic motivation have an effect on the process of
leadership authorization. As the objects of authorization and interaction of leaders, the
internal factors of employees cannot be ignored. Based on this, this thesis introduces intrinsic
motivation as a mediating variable and organizational fairness and positive followership traits
III