自我牺牲型领导会促进员工的亲组织非伦理行为吗?——组织认同的中介作用及其效应边界
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摘要
本研究基于社会认同理论,采用421名企业员工两阶段的调查问卷数据,探讨了自我牺牲型领导是否、如何以及在何时将对员工亲组织非伦理行为产生影响。结果显示:(1)自我牺牲型领导与员工亲组织非伦理行为之间显著正相关;(2)组织认同在自我牺牲型领导与员工亲组织非伦理行为关系中起中介作用,并且这种间接效应只在上下级关系较弱时显著;(3)上下级关系调节了组织认同与亲组织非伦理行为之间的正向关系,上下级关系越强,组织认同对亲组织非伦理行为的正向影响越弱。
Drawing on social cognitive theory, the research tries to find the nature of the relationship between selfsacrificial leadership and unethical pro-organizational behavior, explaining whether, how and when self-sacrificial leadership might promote unethical pro-organizational behavior. Participants of this study were 421 employees from Chinese companies. The results of this research are as follows. First of all, self-sacrificial leadership has a positive influence on unethical pro-organizational behavior. Secondly, organizational identification mediates the relationship between self-sacrificial leadership and unethical pro-organizational behavior, and the indirect effect is more significant with low rather than with high quality supervisor-subordinate guanxi. Finally, supervisor-subordinate guanxi moderates the relationship between organizational identification and unethical pro-organizational behavior, the positive relationship is weaker with high rather than with low quality supervisor-subordinate guanxi.
Drawing on social cognitive theory, the research tries to find the nature of the relationship between selfsacrificial leadership and unethical pro-organizational behavior, explaining whether, how and when self-sacrificial leadership might promote unethical pro-organizational behavior. Participants of this study were 421 employees from Chinese companies. The results of this research are as follows. First of all, self-sacrificial leadership has a positive influence on unethical pro-organizational behavior. Secondly, organizational identification mediates the relationship between self-sacrificial leadership and unethical pro-organizational behavior, and the indirect effect is more significant with low rather than with high quality supervisor-subordinate guanxi. Finally, supervisor-subordinate guanxi moderates the relationship between organizational identification and unethical pro-organizational behavior, the positive relationship is weaker with high rather than with low quality supervisor-subordinate guanxi.
引文
1.郭晓薇.(2011).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.南开管理评论,14(2),61-68.
2.李根强.(2016).伦理型领导,组织认同与员工亲组织非伦理行为:特质调节焦点的调节作用.科学学与科学技术管理,37(12),125-135.
3.李谷,周晖,丁如一.(2013).道德自我调节对亲社会行为和违规行为的影响.心理学报,45(6),672-679.
4.李锐,田晓明,孙建群.(2014).自我牺牲型领导对员工知识共享的作用机制.南开管理评论,17(5),24-32.
5.林英晖,程垦.(2016).领导-部属交换与员工亲组织非伦理行为:差序格局视角.管理科学,29(5),57-70.
6.彭泗清.(1999).信任的建立机制:关系运作与法制手段.社会学研究,(2),55-68.
7.王震,许灏颖,宋萌.(2018).“说话算话”的领导让下属更效忠:中国传统“报”文化视角下的领导言行一致与下属忠诚.管理评论,30(4),106-119.
8.徐琳,王济干,樊传浩.(2018).授权型领导对员工亲组织非伦理行为的影响:一个链式中介模型.科学学与科学技术管理,39(6),109-121.
9.于维娜,樊耘,张婕,门一.(2015).宽恕视角下辱虐管理对工作绩效的影响——下属传统性和上下级关系的作用.南开管理评论,18(6),16-25.
10.周如意,龙立荣.(2017).自我牺牲型领导研究述评与展望.外国经济与管理,39(11),77-89.
11.周如意,龙立荣,贺伟.(2016).自我牺牲型领导与员工反生产行为:领导认同与心理权利的作用.预测,35(3),1-7.
12.张永军,张鹏程,赵君.(2017).家长式领导对员工亲组织非伦理行为的影响:基于传统性的调节效应.南开管理评论,20(2),169-179.
13.张正堂,刘宁,丁明智.(2018).领导非权变惩罚行为对员工组织认同影响的实证研究.管理世界,34(1),127-138.
14.Albert,S.,Ashforth,B.E.,&Dutton,J.E.(2000).Organizational identity and identification:Charting new waters and building new bridges.Academy of Management Review,25(1),13-17.
15.Ajzen I.(1991).The theory of planned behavior.Organizational Behavior&Human Decision Processes,50(2),179-211.
16.Bass,B.M.(1985).Leadership and performance beyond expectations.Academy of Management Review,12(4),756-757.
17.Brown,M.E.(1969).Identification and some conditions of organizational involvement.Administrative Science Quarterly,14(3),346-355.
18.Castille,C.M.,Buckner,J.E.,&Thoroughgood,C.N.(2018).Prosocial citizens without a moral compass?Examining the relationship between machiavellianism and unethical proorganizational behavior.Journal of Business Ethics,149(4),919-930.
19.Chen,M.,Chen,C.C.,&Sheldon,O.J.(2016).Relaxing moral reasoning to win:How organizational identification relates to unethical pro-organizational behavior.Journal of Applied Psychology,101(8),1082-1096.
20.Cheung,M.F.Y.,Wu,W.P.,&Chan,A.K.K.,et al.(2009).Supervisor-subordinate guanxi and employee work outcomes:The mediating role of job satisfaction.Journal of Business Ethics,88(1),77-89.
21.Choi,Y.,&Mai-Dalton,R.R.(1998).On the leadership function of self-sacrifice.The Leadership Quarterly,1998,9(4),475-501.
22.Choi,Y.,&Mai-Dalton,R.R.(1999).The model of followers'responses to self-sacrificial leadership:An empirical test.The Leadership Quarterly,10(3),397-421.
23.Cremer,D.D.,&Knippenberg,D.V.(2004).Leader self-sacrifice and leadership effectiveness:The moderating role of leader self-confidence.Organizational Behavior&Human Decision Processes,95(2),140-155.
24.Cremer,D.D.,&Knippenberg,D.V.(2005).Cooperation as a function of leader self-sacrifice,trust,and identification.Leadership&Organization Development Journal,26(5),355-369.
25.Effelsberg,D.,Solga,M.,&Gurt,J.(2014).Transformational leadership and follower's unethical behavior for the benefit of the company:A two-study investigation.Journal of Business Ethics,120(1),81-93.
26.Graham,K.A.,Ziegert,J.C.,&Capitano,J.(2015).The effect of leadership style,framing,and promotion regulatory focus on unethical pro-organizational behavior.Journal of Business Ethics,126(3),423-436.
27.Gumusluoglu,L.,Karakitapo?lu-Aygün,Z.,&Scandura,T.A.(2017).A multilevel examination of benevolent leadership and innovative behavior in R&D contexts:A social identity approach.Journal of Leadership&Organizational Studies,24(4),479-493.
28.Hair,J.F.,Anderson,R.E.,Tatham,R.L.,&Black,W.C.(1998).Multivariate data analysis.Upper Saddle River:Prentice Hall.
29.He,W.,Zhou,R.Y.,Long,L.R.,Huang,X.,&Hao,P.(2018).Self-sacrificial leadership and followers'affiliative and challenging citizenship behaviors:A relational self-concept based study in China.Management and Organization Review,14(1),105-133.
30.Hui,C.,Lee,C.,&Rousseau,D.M.(2004).Employment Relationships in China:Do Workers Relate to the Organization or to People?Organization Science,15(2),232-240.
31.Kalshoven,K.,van Dijk,H.,&Boon,C.(2016).Why and when does ethical leadership evoke unethical follower behavior?Journal of Managerial Psychology,31(2),500-515.
32.Kish-Gephart,J.J.,Harrison,D.A.,&Trevi?o,L.K.(2010).Bad apples,bad cases,and bad barrels:Meta-analytic evidence about sources of unethical decisions at work.Journal of Applied Psychology,95(1),1-31.
33.Knippenberg,D.V.(2000).Work motivation and performance:A social identity perspective.Applied Psychology:An International Review,49(3),357-371.
34.Lam,C.F.,Liang,J.,Ashford,S.J.,&Lee,C.(2015).Job insecurity and organizational citizenship behavior:Exploring curvilinear and moderated relationships.Journal of Applied Psychology,100(2),499-510.
35.Law,K.S.,Wong,C.,Wang,D.,&Wang,L.(2000).Effect of supervisor-subordinate guanxi on supervisory decisions in China:An empirical investigation.International Journal of Human Resource Management,11(4),751-765.
36.Li,R.,Zhang,Z,Y.,&Tian,X.M.(2016).Can self-sacrificial leadership promote subordinate taking charge?The mediating role of organizational identification and the moderating role of risk aversion.Journal of Organizational Behavior,37(5),214-216.
37.Mackinnon,D.P.,Lockwood,C.M.,&Williams,J.(2004).Confidence limits for the indirect effect:Distribution of the product and resampling methods.Multivariate Behavioral Research,39(1),99-128.
38.Mayer,D.M.,&Dijke,M.V.(2009).When does selfsacrificial leadership motivate prosocial behavior?It depends on followers'prevention focus.Journal of Applied Psychology,94(4),887-899.
39.Mael,F.,&Ashforth,B.E.(1992).Alumni and their alma mater:A partial test of the reformulated model of organizational identification.Journal of Organizational Behavior,13(2),103-123.
40.Meleady,R.,&Crisp,R.J.(2017).Take it to the top:Imagined interactions with leaders elevates organizational identification.The Leadership Quarterly,28(5),621-638.
41.Riketta,M.(2005).Organizational identification:A metaanalysis.Journal of Vocational Behavior,66(2),358-384.
42.Sillince,J.A.A.,&Golant,B.D.(2018).Making connections:A process model of organizational identification.Human Relations,71(3),349-374.
43.Umphress,E.E.,Bingham,J.B.,&Mitchell,M.S.(2010).Unethical behavior in the name of the company:The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior.Journal of Applied Psychology,95(4),769-780.
44.Umphress,E.E.,&Bingham,J.B.(2011).When employees do bad things for good reasons:Examining unethical proorganizational behaviors.Organization Science,22(3),621-640.
45.Wei,L.Q.,Liu,J.,Chen,Y.Y.,&Wu,L.Z.(2010).Political skill,supervisor-subordinate guanxi and career prospects in Chinese firms.Journal of Management Studies,47(3),437-454.
46.Yang,Q.,&Liu,M.X.(2014).Ethical leadership,organizational identification and employee voice:Examining moderated mediation process in the Chinese insurance industry.Asia Pacific Business Review,20(2),231-248.
47.Zhang,L.,&Deng,Y.(2016).Guanxi with supervisor and counterproductive work behavior:The mediating role of job satisfaction.Journal of Business Ethics,134(3),413-427.
48.Zhou,R.,Long,L.,&Hao,P.(2016).Positive affect,environmental uncertainty,and self-sacrificial leadership influence followers'self-sacrificial behavior.Social Behavior&Personality:An International Journal,44(9),1515-1524.
2.李根强.(2016).伦理型领导,组织认同与员工亲组织非伦理行为:特质调节焦点的调节作用.科学学与科学技术管理,37(12),125-135.
3.李谷,周晖,丁如一.(2013).道德自我调节对亲社会行为和违规行为的影响.心理学报,45(6),672-679.
4.李锐,田晓明,孙建群.(2014).自我牺牲型领导对员工知识共享的作用机制.南开管理评论,17(5),24-32.
5.林英晖,程垦.(2016).领导-部属交换与员工亲组织非伦理行为:差序格局视角.管理科学,29(5),57-70.
6.彭泗清.(1999).信任的建立机制:关系运作与法制手段.社会学研究,(2),55-68.
7.王震,许灏颖,宋萌.(2018).“说话算话”的领导让下属更效忠:中国传统“报”文化视角下的领导言行一致与下属忠诚.管理评论,30(4),106-119.
8.徐琳,王济干,樊传浩.(2018).授权型领导对员工亲组织非伦理行为的影响:一个链式中介模型.科学学与科学技术管理,39(6),109-121.
9.于维娜,樊耘,张婕,门一.(2015).宽恕视角下辱虐管理对工作绩效的影响——下属传统性和上下级关系的作用.南开管理评论,18(6),16-25.
10.周如意,龙立荣.(2017).自我牺牲型领导研究述评与展望.外国经济与管理,39(11),77-89.
11.周如意,龙立荣,贺伟.(2016).自我牺牲型领导与员工反生产行为:领导认同与心理权利的作用.预测,35(3),1-7.
12.张永军,张鹏程,赵君.(2017).家长式领导对员工亲组织非伦理行为的影响:基于传统性的调节效应.南开管理评论,20(2),169-179.
13.张正堂,刘宁,丁明智.(2018).领导非权变惩罚行为对员工组织认同影响的实证研究.管理世界,34(1),127-138.
14.Albert,S.,Ashforth,B.E.,&Dutton,J.E.(2000).Organizational identity and identification:Charting new waters and building new bridges.Academy of Management Review,25(1),13-17.
15.Ajzen I.(1991).The theory of planned behavior.Organizational Behavior&Human Decision Processes,50(2),179-211.
16.Bass,B.M.(1985).Leadership and performance beyond expectations.Academy of Management Review,12(4),756-757.
17.Brown,M.E.(1969).Identification and some conditions of organizational involvement.Administrative Science Quarterly,14(3),346-355.
18.Castille,C.M.,Buckner,J.E.,&Thoroughgood,C.N.(2018).Prosocial citizens without a moral compass?Examining the relationship between machiavellianism and unethical proorganizational behavior.Journal of Business Ethics,149(4),919-930.
19.Chen,M.,Chen,C.C.,&Sheldon,O.J.(2016).Relaxing moral reasoning to win:How organizational identification relates to unethical pro-organizational behavior.Journal of Applied Psychology,101(8),1082-1096.
20.Cheung,M.F.Y.,Wu,W.P.,&Chan,A.K.K.,et al.(2009).Supervisor-subordinate guanxi and employee work outcomes:The mediating role of job satisfaction.Journal of Business Ethics,88(1),77-89.
21.Choi,Y.,&Mai-Dalton,R.R.(1998).On the leadership function of self-sacrifice.The Leadership Quarterly,1998,9(4),475-501.
22.Choi,Y.,&Mai-Dalton,R.R.(1999).The model of followers'responses to self-sacrificial leadership:An empirical test.The Leadership Quarterly,10(3),397-421.
23.Cremer,D.D.,&Knippenberg,D.V.(2004).Leader self-sacrifice and leadership effectiveness:The moderating role of leader self-confidence.Organizational Behavior&Human Decision Processes,95(2),140-155.
24.Cremer,D.D.,&Knippenberg,D.V.(2005).Cooperation as a function of leader self-sacrifice,trust,and identification.Leadership&Organization Development Journal,26(5),355-369.
25.Effelsberg,D.,Solga,M.,&Gurt,J.(2014).Transformational leadership and follower's unethical behavior for the benefit of the company:A two-study investigation.Journal of Business Ethics,120(1),81-93.
26.Graham,K.A.,Ziegert,J.C.,&Capitano,J.(2015).The effect of leadership style,framing,and promotion regulatory focus on unethical pro-organizational behavior.Journal of Business Ethics,126(3),423-436.
27.Gumusluoglu,L.,Karakitapo?lu-Aygün,Z.,&Scandura,T.A.(2017).A multilevel examination of benevolent leadership and innovative behavior in R&D contexts:A social identity approach.Journal of Leadership&Organizational Studies,24(4),479-493.
28.Hair,J.F.,Anderson,R.E.,Tatham,R.L.,&Black,W.C.(1998).Multivariate data analysis.Upper Saddle River:Prentice Hall.
29.He,W.,Zhou,R.Y.,Long,L.R.,Huang,X.,&Hao,P.(2018).Self-sacrificial leadership and followers'affiliative and challenging citizenship behaviors:A relational self-concept based study in China.Management and Organization Review,14(1),105-133.
30.Hui,C.,Lee,C.,&Rousseau,D.M.(2004).Employment Relationships in China:Do Workers Relate to the Organization or to People?Organization Science,15(2),232-240.
31.Kalshoven,K.,van Dijk,H.,&Boon,C.(2016).Why and when does ethical leadership evoke unethical follower behavior?Journal of Managerial Psychology,31(2),500-515.
32.Kish-Gephart,J.J.,Harrison,D.A.,&Trevi?o,L.K.(2010).Bad apples,bad cases,and bad barrels:Meta-analytic evidence about sources of unethical decisions at work.Journal of Applied Psychology,95(1),1-31.
33.Knippenberg,D.V.(2000).Work motivation and performance:A social identity perspective.Applied Psychology:An International Review,49(3),357-371.
34.Lam,C.F.,Liang,J.,Ashford,S.J.,&Lee,C.(2015).Job insecurity and organizational citizenship behavior:Exploring curvilinear and moderated relationships.Journal of Applied Psychology,100(2),499-510.
35.Law,K.S.,Wong,C.,Wang,D.,&Wang,L.(2000).Effect of supervisor-subordinate guanxi on supervisory decisions in China:An empirical investigation.International Journal of Human Resource Management,11(4),751-765.
36.Li,R.,Zhang,Z,Y.,&Tian,X.M.(2016).Can self-sacrificial leadership promote subordinate taking charge?The mediating role of organizational identification and the moderating role of risk aversion.Journal of Organizational Behavior,37(5),214-216.
37.Mackinnon,D.P.,Lockwood,C.M.,&Williams,J.(2004).Confidence limits for the indirect effect:Distribution of the product and resampling methods.Multivariate Behavioral Research,39(1),99-128.
38.Mayer,D.M.,&Dijke,M.V.(2009).When does selfsacrificial leadership motivate prosocial behavior?It depends on followers'prevention focus.Journal of Applied Psychology,94(4),887-899.
39.Mael,F.,&Ashforth,B.E.(1992).Alumni and their alma mater:A partial test of the reformulated model of organizational identification.Journal of Organizational Behavior,13(2),103-123.
40.Meleady,R.,&Crisp,R.J.(2017).Take it to the top:Imagined interactions with leaders elevates organizational identification.The Leadership Quarterly,28(5),621-638.
41.Riketta,M.(2005).Organizational identification:A metaanalysis.Journal of Vocational Behavior,66(2),358-384.
42.Sillince,J.A.A.,&Golant,B.D.(2018).Making connections:A process model of organizational identification.Human Relations,71(3),349-374.
43.Umphress,E.E.,Bingham,J.B.,&Mitchell,M.S.(2010).Unethical behavior in the name of the company:The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior.Journal of Applied Psychology,95(4),769-780.
44.Umphress,E.E.,&Bingham,J.B.(2011).When employees do bad things for good reasons:Examining unethical proorganizational behaviors.Organization Science,22(3),621-640.
45.Wei,L.Q.,Liu,J.,Chen,Y.Y.,&Wu,L.Z.(2010).Political skill,supervisor-subordinate guanxi and career prospects in Chinese firms.Journal of Management Studies,47(3),437-454.
46.Yang,Q.,&Liu,M.X.(2014).Ethical leadership,organizational identification and employee voice:Examining moderated mediation process in the Chinese insurance industry.Asia Pacific Business Review,20(2),231-248.
47.Zhang,L.,&Deng,Y.(2016).Guanxi with supervisor and counterproductive work behavior:The mediating role of job satisfaction.Journal of Business Ethics,134(3),413-427.
48.Zhou,R.,Long,L.,&Hao,P.(2016).Positive affect,environmental uncertainty,and self-sacrificial leadership influence followers'self-sacrificial behavior.Social Behavior&Personality:An International Journal,44(9),1515-1524.