Following an Uneven Lead: Trickle-Down Effects of Differentiated Transformational Leadership
基于资源保存理论，研究管理者差异化变革型领导如何通过增加部门压力，进而导致主管差异化领导，最终减少团队帮助行为，对理解领导力层级传递有参考价值。
Drawing from conservation-of-resources theory, we examine a trickle-down model of differentiated transformational leadership (leaders treating followers differently) across three hierarchical levels (i.e., managers, supervisors, and supervisors’ followers). Specifically, we develop a model in which manager differentiated transformational leadership increases department unit stress (i.e., the managers’ group of followers), which then translates into increased differentiated supervisor transformational leadership. The latter then again positively predicts team unit stress (i.e., the supervisors’ group of followers) and, eventually, results in decreased team helping behavior of supervisors’ followers. We tested this model using data from a large, multisource field study. The results provide support for our trickle-down model in that department managers’ differentiated transformational leadership decreased team helping behavior two hierarchical levels below the manager via increasing department unit stress (Stage 1 mediator), supervisor differentiated transformational leadership (Stage 2 mediator), and team unit stress (Stage 3 mediator).