682 
459领导谈论和支持人工智能逐渐成为一种潮流，但现有研究主要聚焦于探讨员工与人工智能技术互动的影响，忽视了领导角色在此背景下的关键作用。基于社会信息加工理论，本研究揭示了领导的人工智能符号化对领导效能的影响机制及边界条件。一个情境实验和一项多时段问卷数据结果显示：领导的人工智能符号化通过增加员工对领导变化准备度的感知提升领导效能；当员工与人工智能技术的任务互依性较高时，以上效应会增强。本研究补充了人工智能符号化与领导效能的相关文献，为新技术背景下的领导方式提供了实践指导。
领导的AI时尚：AI符号化与领导效能
摘要
参考文献
1 胡琼晶, 魏俊杰, 王露, 等. 犯错者地位如何影响同事容错?——任务目标偏离度和团队互依性的作用[J]. 管理世界, 2021, 37(6): 113-127. DOI:10.3969/j.issn.1002-5502.2021.06.025
2 李树文, 罗瑾琏, 梁阜. 领导与下属性别匹配视角下权力距离一致与内部人身份认知对员工建言的影响[J]. 管理学报, 2020, 17(3): 365-373. DOI:10.3969/j.issn.1672-884x.2020.03.006
3 刘军, 崔琦, 袁艺玮, 等. 内部准备度视角下的组织平台化转型研究述评[J]. 中国人力资源开发, 2021, 38(10): 20-34.
4 谢洪明, 陈亮, 杨英楠. 如何认识人工智能的伦理冲突?——研究回顾与展望[J]. 外国经济与管理, 2019, 41(10): 109-124.
5 Accenture. Work, workforce, workers: Reinvented in the age of generative AI[EB/OL]. https://www.accenture.com/se-en/insights/consulting/gen-ai-talent, 2024-01-16.
6 Armenakis A A, Bernerth J B, Pitts J P, et al. Organizational change recipients’ beliefs scale: Development of an assessment instrument[J]. The Journal of Applied Behavioral Science, 2007, 43(4): 481-505. DOI:10.1177/0021886307303654
7 Bankins S, Formosa P. The ethical implications of artificial intelligence (AI) for meaningful work[J]. Journal of Business Ethics, 2023, 185(4): 725-740. DOI:10.1007/s10551-023-05339-7
8 Bishop T. Jeff Bezos on AI: Large language models are “not inventions, they’re discoveries”[EB/OL]. https://www.geekwire.com/2023/jeff-bezos-on-ai-large-language-models-are-not-inventions-theyre-discoveries, 2023-12-14.
9 Galvin B M, Badura K, LePine J, et al. A theoretical integration of leader emergence and leadership effectiveness: Over, under, and congruent emergence[J]. Journal of Organizational Behavior, 2024, 45(2): 295-312. DOI:10.1002/job.2724
10 Grant A M. Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership[J]. Academy of Management Journal, 2012, 55(2): 458-476. DOI:10.5465/amj.2010.0588
11 He G H, Liu P, Zheng X N, et al. Being proactive in the age of AI: Exploring the effectiveness of leaders’ AI symbolization in stimulating employee job crafting[J]. Management Decision, 2023, 61(10): 2896-2919. DOI:10.1108/MD-10-2022-1390
12 He G H, Zheng X N, Li W P, et al. The mixed blessing of leaders’ Artificial Intelligence (AI)-oriented change behavior: Implications for employee job performance and unethical behavior[J]. Applied Research in Quality of Life, 2024, 19(2): 469-497. DOI:10.1007/s11482-023-10250-4
13 Holt D T, Armenakis A A, Feild H S, et al. Readiness for organizational change: The systematic development of a scale[J]. The Journal of Applied Behavioral Science, 2007, 43(2): 232-255. DOI:10.1177/0021886306295295
14 Jia N, Luo X M, Fang Z, et al. When and how artificial intelligence augments employee creativity[J]. Academy of Management Journal, 2024, 67(1): 5-32. DOI:10.5465/amj.2022.0426
15 Lee A, Willis S, Tian A W. Empowering leadership: A meta-analytic examination of incremental contribution, mediation, and moderation[J]. Journal of Organizational Behavior, 2018, 39(3): 306-325. DOI:10.1002/job.2220
16 Luo S X, Van Horen F, Millet K, et al. What we talk about when we talk about hope: A prototype analysis[J]. Emotion, 2022, 22(4): 751-768. DOI:10.1037/emo0000821
17 Madera J M, Smith D B. The effects of leader negative emotions on evaluations of leadership in a crisis situation: The role of anger and sadness[J]. The Leadership Quarterly, 2009, 20(2): 103-114. DOI:10.1016/j.leaqua.2009.01.007
18 McKinsey & Company. Five leadership shifts can unleash an era of sustainable, inclusive growth for companies looking to outperform in this era of disruption[EB/OL]. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/new-leadership-for-a-new-era-of-thriving-organizations, 2023-05-04.
19 Mikalef P, Gupta M. Artificial intelligence capability: Conceptualization, measurement calibration, and empirical study on its impact on organizational creativity and firm performance[J]. Information & Management, 2021, 58(3): 103434.
20 Morin A J S, Meyer J P, Bélanger É, et al. Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment[J]. Human Relations, 2016, 69(3): 839-867. DOI:10.1177/0018726715602046
21 Murray A, Rhymer J, Sirmon D G. Humans and technology: Forms of conjoined agency in organizations[J]. Academy of Management Review, 2021, 46(3): 552-571. DOI:10.5465/amr.2019.0186
22 Northoff G. Is the self a higher-order or fundamental function of the brain? The “basis model of self-specificity” and its encoding by the brain’s spontaneous activity[J]. Cognitive Neuroscience, 2016, 7(1-4): 203-222. DOI:10.1080/17588928.2015.1111868
23 Podsakoff P M, MacKenzie S B, Lee J Y, et al. Common method biases in behavioral research: A critical review of the literature and recommended remedies[J]. Journal of Applied Psychology, 2003, 88(5): 879-903. DOI:10.1037/0021-9010.88.5.879
24 Rafferty A E, Jimmieson N L, Armenakis A A. Change readiness: A multilevel review[J]. Journal of Management, 2013, 39(1): 110-135. DOI:10.1177/0149206312457417
25 Rafferty A E, Minbashian A. Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors[J]. Human Relations, 2019, 72(10): 1623-1650. DOI:10.1177/0018726718809154
26 Raveendran M, Silvestri L, Gulati R. The role of interdependence in the micro-foundations of organization design: Task, goal, and knowledge interdependence[J]. Academy of Management Annals, 2020, 14(2): 828-868. DOI:10.5465/annals.2018.0015
27 Salancik G R, Pfeffer J. A social information processing approach to job attitudes and task design[J]. Administrative Science Quarterly, 1978, 23(2): 224-253. DOI:10.2307/2392563
28 Sanders K, Rafferty A. Change within organizations: An attributional lens[A]. Sanders K, Yang H D, Patel C. Handbook on HR process research[M]. Cheltenham: Edward Elgar Publishing, 2021.
29 Silverthorne C. Leadership effectiveness and personality: A cross cultural evaluation[J]. Personality and Individual Differences, 2001, 30(2): 303-309. DOI:10.1016/S0191-8869(00)00047-7
30 Tang P M, Koopman J, Mai K M, et al. No person is an island: Unpacking the work and after-work consequences of interacting with artificial intelligence[J]. Journal of Applied Psychology, 2023, 108(11): 1766-1789. DOI:10.1037/apl0001103
31 Tsai C Y, Marshall J D, Choudhury A, et al. Human-robot collaboration: A multilevel and integrated leadership framework[J]. The Leadership Quarterly, 2022, 33(1): 101594. DOI:10.1016/j.leaqua.2021.101594
32 Van der Vegt G S, Emans B J M, Van de Vliert E. Patterns of interdependence in work teams: A two-level investigation of the relations with job and team satisfaction[J]. Personnel Psychology, 2001, 54(1): 51-69. DOI:10.1111/j.1744-6570.2001.tb00085.x
33 Van Kleef G A, Côté S. The social effects of emotions[J]. Annual Review of Psychology, 2022, 73: 629-658. DOI:10.1146/annurev-psych-020821-010855
34 Wang A C, Chen Y Y, Wang S B, et al. Actions speak louder than words, particularly in the east: How Taiwanese followers perceive leaders’ promotion of ethical actions differently from followers in the states[J]. Journal of Management Studies, 2023, 60(2): 372-399. DOI:10.1111/joms.12821
35 Wang Y, Xiao S, Ren R. A moral cleansing process: How and when does unethical pro-organizational behavior increase prohibitive and promotive voice[J]. Journal of Business Ethics, 2022, 176(1): 175-193. DOI:10.1007/s10551-020-04697-w
36 Worley C G, Lawler E E. Building a change capability at Capital One Financial[J]. Organizational Dynamics, 2009, 38(4): 245-251. DOI:10.1016/j.orgdyn.2009.02.004
37 Zalesny M D, Ford J K. Extending the social information processing perspective: New links to attitudes, behaviors, and perceptions[J]. Organizational Behavior and Human Decision Processes, 1990, 47(2): 205-246. DOI:10.1016/0749-5978(90)90037-A
引用本文
洪贝尔, 毛江华, 郭紫俊, 等. 领导的AI时尚：AI符号化与领导效能[J]. 外国经济与管理, 2024, 46(10): 121-134.
导出参考文献，格式为：
