Abstract
The construction of team resilience is crucial for the survival of enterprises in complex and volatile environments. Especially for high-income, high-risk technology innovation companies, how to build the resilience of R&D teams is even more critical, which is related to the long-term sustainable development of the enterprise and has always been a hot issue of concern in both academia and practice.In today's world, which is experiencing unprecedented changes in a century, with the international environment being complex, turbulent, and increasingly uncertain, technological innovation is the core driving force for China's development. Enterprises need to face fierce global competition, meet diverse customer needs, and adapt to the rapid development of modern technology. This requires contemporary organizational leaders to have an open mindset to face the challenges that come with it. Organizational leaders find it difficult to make timely and effective decisions alone, which requires employees to actively participate in organizational decision-making. Participatory leadership is becoming increasingly important for the development of enterprises.
Therefore, what impact does participative leadership have on the resilience of R&D teams in technology innovation companies? What are the underlying mechanisms? And what factors constrain the influence of participative leadership on the resilience of R&D teams in technology innovation companies? These issues are currently an important concern in both corporate practice and the academic community.
In order to answer the above research questions, this article takes science and technology innovation enterprises as the research sample, and uses a combination of case studies and empirical analysis to study the impact and mechanism of participatory leadership on the resilience of technology research and development teams in science and technology innovation enterprises. The specific conclusion is as follows: (1) Participatory leadership is positively correlated with team resilience; (2) Participatory leadership has a significant positive impact on team resilience through the triple transmission mechanism of team cooperation, team trust, and collective ownership; (3) The team size moderates the relationship between participatory leadership and team resilience, that is, the larger the team size, the weaker the positive effect of participatory leadership on team resilience; (4) Team size moderates the relationship between participatory leadership and team collaboration, meaning that the larger the team size, the weaker the positive effect of participatory leadership on team collaboration. Team size moderates the relationship between team collaboration and team resilience, meaning that the larger the team size, the weaker the positive effect of team collaboration on team resilience; The negative moderation of team size mediates the mediating effect of team cooperation between participatory leadership and team resilience. (5) The team size moderates the relationship between participatory leadership and team trust, that is, the larger the team size, the weaker the positive effect of participatory leadership on team trust; Team size moderates the relationship between team trust and team resilience, that is, the larger the team size, the weaker the positive effect of team trust on team resilience; The negative moderation of team size mediates the mediating role of team trust between participatory leadership and team resilience. (6) The team size moderates the relationship between participatory leadership and collective psychological ownership, that is, the larger the team size, the weaker the positive effect of participatory leadership on collective psychological ownership; The team size moderates the relationship between collective psychological ownership and team resilience, that is, the larger the team size, the weaker the positive effect of collective psychological ownership on team resilience; The negative regulation of team size mediates the mediating role of collective psychological ownership between participatory leadership and team resilience.
Thus, it can be seen that the findings of this paper have significant implications for the theories and practices related to participative leadership, team resilience, as well as team collaboration, team trust, and collective psychological ownership, further enriching the research on team resilience and participative leadership.
| Date of Award | 25 Sept 2024 |
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| Original language | Chinese (Traditional) |
| Awarding Institution |
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| Supervisor | Kai Yao (External Supervisor) & Houmin YAN (Supervisor) |