领导风格对员工工作场所偏离行为的影响:基于全范围领导理论的研究
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摘要
现代社会复杂而多变的组织情境导致员工常常产生各种各样的工作场所偏离行为,给企业领导者和管理实践者带来了极大的挑战。本文采用问卷调查法收集了236份有效样本,验证了上下级关系对领导风格影响员工情感承诺进而导致工作场所偏离行为的调节作用。结果发现,情感承诺在三种领导风格与员工工作场所偏离行为之间都具有中介效应,上下级关系不仅分别调节三种领导风格与员工工作场所偏离行为之间的关系,而且调节了情感承诺在交易型领导与员工工作场所偏离行为之间的中介效应强度。该结果对于指导管理者如何提高人力资源实践水平,进而抑制和减少员工工作场所偏离行为具有较强的现实意义。
The organizational context in modern society is complex and changeable, which often promotes employees workplace deviance behaviors. It also brings great challenges to leaders and administrators. There are 236 samples were collected by questionnaires. Our paper explores the moderated mechanism of supervisor-subordinate guanxi to affect the chain of "leadership style-affective commitment-workplace deviance behavior". The results show that affective commitment has mediating effect between the three kinds of leadership styles and employees' workplace deviance behavior, and supervisor-subordinate guanxi not only moderates the relationship between the three kinds of leadership styles and employees' workplace deviance behavior, but also moderates the mediating effect of affective commitment between transactional leadership and employees' workplace deviance behavior. The results are benefit to guide managers to improve the level of human resources practice and to restrain and reduce employees' workplace deviance behaviors.
The organizational context in modern society is complex and changeable, which often promotes employees workplace deviance behaviors. It also brings great challenges to leaders and administrators. There are 236 samples were collected by questionnaires. Our paper explores the moderated mechanism of supervisor-subordinate guanxi to affect the chain of "leadership style-affective commitment-workplace deviance behavior". The results show that affective commitment has mediating effect between the three kinds of leadership styles and employees' workplace deviance behavior, and supervisor-subordinate guanxi not only moderates the relationship between the three kinds of leadership styles and employees' workplace deviance behavior, but also moderates the mediating effect of affective commitment between transactional leadership and employees' workplace deviance behavior. The results are benefit to guide managers to improve the level of human resources practice and to restrain and reduce employees' workplace deviance behaviors.
引文
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[22] 郭晓薇.中国情境中的上下级关系构念研究述评——兼论领导-成员交换理论的本土贴切性[J].南开管理评论,2011,(2):61- 68.
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[24] 李超平,时勘.变革型领导的结构与测量[J].心理学报,2005,37(6):803- 811.
[25] Meyer J P,Herscovitch L.Commitment in the workplace:toward a general model[J].Human Resource Management Review,2001,11(3):299-326.
[26] Law K S,Wong C S,Wang D,et al..Effect of supervisor-subordinate guanxi on supervisory decisions in China:an empirical investigation[J].International Journal of Human Resource Management,2000,11(4):751-765.
[27] Robinson S L,Greenberg J.Employees behaving badly:dimensions,determinants and dilemmas in the study of workplace deviance[J].Journal of Organizational Behavior,1998,1(1):1-30.
[28] Hayes A F,Preacher K J.Statistical mediation analysis with a multicategorical independent variable[J].British Journal of Mathematical and Statistical Psychology,2014,67(3):451- 470.
[2] Marasi S,Bennett R J,Budden H.The structure of an organization:does it influence workplace deviance and its’ dimensions?And to what extent[J].Journal of Managerial Issues,2018,30(1):8-27.
[3] Spector P E,Fox S,Penney L M,et al..The dimensionality of counterproductivity:are all counterproductive behaviors created equal[J].Journal of Vocational Behavior,2006,68(3):446- 460.
[4] Oberfield Z W.Public management in time:a longitudinal examination of the full range of leadership theory[J].Journal of Public Administration Research and Theory,2012,24(2):407- 429.
[5] Avolio B J,Bass B M.Developing potential across a full range of leadership[M].Mahwah,NJ:Erlbaum,2002.
[6] Cohen-Charash Y,Mueller J S.Does perceived unfairness exacerbate or mitigate interpersonal counterproductive work behaviors related to envy[J].Journal of Applied Psychology,2007,92(3):666- 680.
[7] Walter F,Bruch H.An affective events model of charismatic leadership behavior:a review,theoretical integration,and research agenda[J].Journal of Management,2009,35(6):1428-1452.
[8] 张鹏程,刘文兴,廖建桥.魅力型领导对员工创造力的影响机制:仅有心理安全足够吗?[J].管理世界,2011,(10):94-107.
[9] Stone G A,Russell R F,Patterson K.Transformational versus servant leadership:a difference in leader focus[J].Leadership & Organization Development Journal,2004,25(4):349-361.
[10] 刘晖,窦燕,刘子君.变革型领导方式对反生产行为的影响研究[J].沈阳航空航天大学学报,2012,29(6):17-20.
[11] Goodwin V L,Wofford J C,Whittington J L.A theoretical and empirical extension to the transformational leadership construct[J].Journal of Organizational Behavior,2001,2(7):759-774.
[12] Lowe K B,Kroeck K G,Sivasubramaniam N.Effectiveness correlates of transformational and transactional leadership:a meta-analytic review of the MLQ literature[J].The Leadership Quarterly,1996,7(3):385- 425.
[13] Cheng Y,Stockdale M S.The validity of the three-component model of organizational commitment in a Chinese context[J].Journal of Vocational Behavior,2003,62(3):465- 489.
[14] Morris J H,Sherman J D.Generalizability of an organizational commitment model[J].Academy of Management Journal,1981,24(3):512-526.
[15] 凌文辁,张治灿,方俐洛.影响组织承诺的因素探讨[J].心理学报,2001,33(3):259-263.
[16] Shum P,Bove L,Auh S.Employees’ affective commitment to change:the key to successful CRM implementation[J].European Journal of Marketing,2008,42(11/12):1346-1371.
[17] Vandenberghe C,Bentein K.A closer look at the relationship between affective commitment to supervisors and organizations and turnover[J].Journal of Occupational and Organizational Psychology,2009,82(2):331-348.
[18] 杨慧军,杨建君.领导风格,组织承诺与技术创新模式的关系研究[J].科学学与科学技术管理,2016,37(1):152-161.
[19] George J,Yan J K.How does guanxi affect intention to share knowledge in the US?A replication study[J].AIS Transactions on Replication Research,2017,3(1):3-13.
[20] Wei L Q,Liu J,Chen Y Y,et al..Political skill,supervisor-subordinate guanxi and career prospects in Chinese firms[J].Journal of Management Studies,2010,47(3):437- 454.
[21] Mitchell M S,Ambrose M L.Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs[J].Journal of Applied Psychology,2007,92(4):1159-1168.
[22] 郭晓薇.中国情境中的上下级关系构念研究述评——兼论领导-成员交换理论的本土贴切性[J].南开管理评论,2011,(2):61- 68.
[23] Preacher K J,Rucker D D,Hayes A F.Addressing moderated mediation hypotheses:theory,methods,and prescriptions[J].Multivariate Behavioral Research,2007,42(1):185-227.
[24] 李超平,时勘.变革型领导的结构与测量[J].心理学报,2005,37(6):803- 811.
[25] Meyer J P,Herscovitch L.Commitment in the workplace:toward a general model[J].Human Resource Management Review,2001,11(3):299-326.
[26] Law K S,Wong C S,Wang D,et al..Effect of supervisor-subordinate guanxi on supervisory decisions in China:an empirical investigation[J].International Journal of Human Resource Management,2000,11(4):751-765.
[27] Robinson S L,Greenberg J.Employees behaving badly:dimensions,determinants and dilemmas in the study of workplace deviance[J].Journal of Organizational Behavior,1998,1(1):1-30.
[28] Hayes A F,Preacher K J.Statistical mediation analysis with a multicategorical independent variable[J].British Journal of Mathematical and Statistical Psychology,2014,67(3):451- 470.
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