Purpose

As human resource development (HRD) seeks to develop organizations and unleash human expertise (Swanson and Holton, 2009), leaders should be encouraged to consider every employee as a complex individual with unique needs and aspirations. The purpose of this paper is to introduce the concept of equity leadership (EL), which identifies individual employees’ personal and professional resource, relationship and opportunity needs in an effort to support employees in reaching their fullest potential in the workforce, therefore increasing positive organizational outcomes.

Design/methodology/approach

The theoretical foundations of EL are social exchange theory (SET; Saks and Rotman, 2006) and the ERG theory of motivation (Alderfer, 1969). SET recognizes the give-and-take relationship between leaders and employees, while ERG theory of motivation considers an individual’s personal and professional existence, relatedness and growth needs. The theories provide a foundation for EL’s definition.

Findings

EL posits that leaders’ attention to employees’ resource, relationship and opportunity needs in the workplace could result in a positive effect on the social exchange between leaders and employees. EL provides a framework for these exchanges to occur and for employee needs to be considered, thus resulting in increased employee engagement, productivity and retention.

Research limitations/implications

EL can take a significant amount of time, especially when starting with new employees; however, the relationships and positive organizational outcomes provide justification for engaging in the leadership style.

Practical implications

This paper seeks to advance the field of HRD by defining EL, exploring the theoretical underpinnings of EL and providing actionable steps for leaders to put EL into action.

Social implications

The nuanced theory of EL encourages organizations to evolve from the factory model of expectations to a model that considers the unique needs of individuals in organizations. Grounded partly in SET, EL promotes positive relationships between leaders and employees.

Originality/value

There are many leadership theories; however, EL, unlike any other leadership theory, uniquely considers the individual needs of each employee through consistent one-on-one conversations between the leader and individual employees to discover employee needs and also strives for positive organizational outcomes as a result of the social exchanges.

中文翻译：

---

股权领导简介：满足跨组织的员工个人需求

目的

由于人力资源开发 (HRD) 旨在发展组织并释放人类专业知识（Swanson 和 Holton，2009），因此应鼓励领导者将每位员工视为具有独特需求和愿望的复杂个体。本文的目的是介绍股权领导力（EL）的概念，它识别员工个人和专业资源、关系和机会需求，努力支持员工充分发挥其在劳动力中的潜力，从而提高组织的积极性结果。

设计/方法论/途径

EL 的理论基础是社会交换理论（SET；Saks 和 Rotman，2006）和 ERG 动机理论（Alderfer，1969）。SET 认识到领导者和员工之间的给予和索取关系，而 ERG 激励理论则考虑个人的个人和职业存在、关联性和成长需求。这些理论为 EL 的定义提供了基础。

发现

EL认为，领导者对员工在工作场所的资源、关系和机会需求的关注可能会对领导者和员工之间的社会交流产生积极的影响。EL 为这些交流的发生和员工需求的考虑提供了一个框架，从而提高了员工敬业度、生产力和保留率。

研究局限性/影响

EL 可能会花费大量时间，尤其是在新员工入职时；然而，关系和积极的组织成果为采用领导风格提供了理由。

实际影响

本文旨在通过定义 EL、探索 EL 的理论基础并为领导者将 EL 付诸行动提供可行的步骤来推动 HRD 领域的发展。

社会影响

EL 的细致入微的理论鼓励组织从工厂期望模型发展到考虑组织中个人独特需求的模型。EL 部分以 SET 为基础，促进领导者与员工之间的积极关系。

原创性/价值

领导力理论有很多种；然而，EL与任何其他领导力理论不同，它独特地考虑每个员工的个人需求，通过领导者和员工之间持续的一对一对话来发现员工的需求，并通过社会交流争取积极的组织成果。