领导反馈寻求行为对下属绩效的影响机制
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摘要
基于已有关于主动反馈寻求行为的文献,以内隐领导理论为依据,探讨了领导主动反馈寻求行为的有效性及其对下属工作绩效的影响机制。通过对研究一98份前测问卷的初步分析和研究二204份领导下属配对问卷的进一步分析,研究发现,领导主动反馈寻求行为会缩小下属观察到的领导实际特质与下属心目中内隐领导特质之间的差异,进而增强领导有效性,最终提高下属的工作绩效。
Based on the literature of the proactive feedback-seeking behavior and the implicit leadership theory,this paper discusses whether and how the leader proactive feedback-seeking behavior influences performance of subordinates.It conducts two studies with 98 sets of pre-test data in study 1 and 204 supervisor-subordinate dyads in study 2.Results indicate that leader proactive feedback-seeking behavior narrows the implicitexplicit leader traits discrepancy that is observed by the subordinate,enhance the effectiveness of leaders and ultimately improves the performance of subordinates.
Based on the literature of the proactive feedback-seeking behavior and the implicit leadership theory,this paper discusses whether and how the leader proactive feedback-seeking behavior influences performance of subordinates.It conducts two studies with 98 sets of pre-test data in study 1 and 204 supervisor-subordinate dyads in study 2.Results indicate that leader proactive feedback-seeking behavior narrows the implicitexplicit leader traits discrepancy that is observed by the subordinate,enhance the effectiveness of leaders and ultimately improves the performance of subordinates.
引文
[1]MORRISON E W,MILLIKEN F J.Organizational silence:a barrier to change and development in a pluralistic world[J].Academy of Management Review,2000,25(4):706-725.
[2]DETERT J R,TREVINO L K.Speaking up to higherups:how supervisors and skip-level leaders influence employee voice[J].Organization Science,2010,21(1):249-270.
[3]ASHFORD S J,DE STOBBELEIR K,NUJELLA M.To seek or not to seek:is that the only question?Recent developments in feedback-feeking literature[J].Annual Review of Organizational Psychology and Organizational Behavior,2016,3(1):213-239.
[4]CHEN Z,LAM W,ZHONG J A.Leader-member exchange and member performance:a new look at individuallevel negative feedback-seeking behavior and team-level empowerment climate[J].Journal of Applied Psychology,2007,92(1):202-212.
[5]GONG Y,WANG M,HUANG J C,et al.Toward a goal orientation-based feedback-seeking typology[J].Journal of Management,2017,43(4):1234-1260.
[6]NIFADKAR S,TSUI A S,ASHFORTH B E.The way you make me feel and behave:supervisor-triggered newcomer affect and approach-avoidance behavior[J].Academy of Management Journal,2012,55(5):1146-1168.
[7]MILLWARD L J,ASUMENG M,MCDOWALL A."Catch me if you can?":apsychological analysis of managers feedback seeking[J].Journal of Managerial Psychology,2010,25(4):384-407.
[8]ATWATER L,ROUSH P,FISCHTHAL A.The influence of upward feedback on self-and follower ratings of leadership[J].Personnel Psychology,1995,48(1):35-59.
[9]SOSIK J J,POTOSKY D,JUNG D I.Adaptive self-regulation:meeting others'expectations of leadership and performance[J].The Journal of Social Psychology,2002,142(2):211-232.
[10]LORD R G,MAHER K J.Leadership and Information Processing:Linking Perceptions and Performance[M].Boston:Unwin Hyman,1991.
[11]TSUI A S,ASHFORD S J.Adaptive self-regulation:a process view of managerial effectiveness[J].Journal of Management,1994,20(1):93-121.
[12]ASHFORD S J,BLATT R,VANDEWALLE D.Reflections on the looking glass:a review of research on feedback-seeking behavior in organizations[J].Journal of Management,2003,29(6):773-799.
[13]ASHFORD S J.Feedback-seeking in individual adaptation:a resource perspective[J].Academy of Management Journal,1986,29(3):465-487.
[14]WHITAKER B G,DAHLING J J,LEVY P.The development of a feedback environment and role clarity model of job performance[J].Journal of Management,2007,33(4):570-591.
[15]WHITAKER B G,LEVY P.Linking feedback quality and goal orientation to feedback seeking and job performance[J].Human Performance,2012,25(2):159-178.
[16]BASS B M.Leadership and Performance Beyond Expectations[M].New York:Free Press,1985.
[17]BASS B M,AVOLIO B J.Improving Organizational Effectiveness Through Transformational Leadership[M].Thousand Oaks,CA:Sage,1994.
[18]SHAMIR B,HOUSE R J,ARTHUR M B.The motivational effects of charismatic leadership:a self-concept based theory[J].Organization Science,1993,4(4):577-594.
[19]周浩,龙立荣.恩威并施,以德服人——家长式领导研究述评[J].心理科学进展,2005,13(2):227-238.
[20]ASHFORD S J,TSUI A S.Self-regulation for managerial effectiveness:the role of active feedback seeking[J].A-cademy of Management Journal,1991,34(2):251-280.
[21]ASHFORD S J,WELLMAN N,SULLY DE LUQUEM,et al.Two roads to effectiveness:CEO feedback seeking,vision articulation,and firm performance[J].Journal of Organizational Behavior,2018,39(1):82-95.
[22]STOKER J I,GRUTTERINK H,KOLK N J.Do transformational CEOs always make the difference?The role of TMT feedback seeking behavior[J].The Leadership Quarterly,2012,23(3):582-592.
[23]BRISLIN R W.Translation and Content Analysis of Oral and Written Material[M]//TRIANDIS H C,BERRY JW.Handbook of Cross-cultural Psychology:Social Psychology.Boston,MA:Allyn&Bacon,1980:349-444.
[24]AVOLIO B J,BASS B M.Multifactor Leadership Questionnaire:Manual and Sampler Set[M].3rd ed.Redwood City,CA:Mind Garden,2004.
[25]MAEL F,ASHFORTH B E.Alumni and their alma mater:apartial test of the reformulated model of organizational identification[J].Journal of Organizational Behavior,1992,13(2):103-123.
[26]MUTHéN L K,MUTHéN B O.Mplus Version 7User's Guide[M].Los Angeles,CA:Muthén&Muthén,2012.
[27]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.
[28]EPITROPAKI O,MARTIN R.From ideal to real:a longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes[J].Journal of Applied Psychology,2005,90(4):659-676.
[29]EPITROPAKI O,SY T,MARTIN R,et al.Implicit leadership and followership theories"in the wild":taking stock of information-processing approaches to leadership and followership in organizational settings[J].The Leadership Quarterly,2013,24(6):858-881.
[30]LORD R G,DE VADER C L,ALLIGER G M.A meta-analysis of the relation between personality traits and leadership perceptions:an application of validity generalization procedures[J].Journal of Applied Psychology,1986,71(3):402-410.
[31]RUSH M C,THOMAS J C,LORD R G.Implicit leadership theory:apotential threat to the internal validity of leader behavior questionnaires[J].Organizational Behavior and Human Performance,1977,20(1):93-110.
[32]EDWARDS J R.Alternatives to difference scores as dependent variables in the study of congruence in organizational research[J].Organizational Behavior and Human Decision Processes,1995,64:307-324.
[33]ASHFORD S J,NORTHCRAFT G B.Conveying more(or less)than we realize:the role of impression-management in feedback-seeking[J].Organizational Behavior and Human Decision Processes,1992,53(3):310-334.
[34]PHILLIPS J S,LORD R G.Causal attributions and perceptions of leadership[J].Organizational Behavior and Human Performance,1981,28(2):143-163.
[35]HOUSE R J.A path goal theory of leader effectiveness[J].Administrative Science Quarterly,1971,16(3):321-339.
[36]HOGAN R,CURPHY G J,HOGAN J.What we know about leadership:effectiveness and personality[J].A-merican Psychologist,1994,49(6):493-526.
[37]张祥润,王宗水,时勘.内隐领导原型对领导有效性的影响机制——领导信任的中介效应和上下级沟通频率的调节效应[J].管理评论,2017,29(5):75-86.
[38]EPITROPAKI O,MARTIN R.Implicit leadership theories in applied settings:factor structure,generalizability,and stability over time[J].Journal of Applied Psychology,2004,89(2):293-310.
[39]OFFERMANN L R,KENNEDY JR J K,WIRTZ P W.Implicit leadership theories:content,structure,and generalizability[J].The Leadership Quarterly,1994,5(1):43-58.
[40]SWANEY K,PREDIGER D.The relationship between interest-occupation congruence and job satisfaction[J].Journal of Vocational Behavior,1985,26(1):13-24.
[41]HOWELL J M,HALL-MERENDA K E.The ties that bind:the impact of leader-member exchange,transformational and transactional leadership,and distance on predicting follower performance[J].Journal of Applied Psychology,1999,84(5):680-694.
[42]STURMAN M C.Searching for the inverted U-shaped relationship between time and performance:meta-analyses of the experience/performance,tenure/performance,and age/performance relationships[J].Journal of Management,2003,29(5):609-640.
[43]PREACHER K J,SELIG J P.Advantages of Monte Carlo confidence intervals for indirect effects[J].Communication Methods and Measures,2012,6(2):77-98.
[44]WANG H,LAW K S,HACKETT R D,et al.Leadermember exchange as a mediator of the relationship between transformational leadership and followers'performance and organizational citizenship behavior[J].A-cademy of Management Journal,2005,48(3):420-432.
[45]GRANT A M,ASHFORD S J.The dynamics of proactivity at work[J].Research in Organizational Behavior,2008,28:3-34.
[46]LAM W,HUANG X,SNAPE E.Feedback-seeking behavior and leader-member exchange:do supervisor-attributed motives matter?[J].Academy of Management Journal,2007,50(2):348-363.
(1)VIF比较大的两个变量为组织年限(VIF=3.60)和上下级共事年限上下级共事年限(VIF=4.65),二者之间存在一定的共线性,回归模型2中去掉任意一个年限控制变量,剩余自变量的VIF值均小于2,且回归结果仍然基本一致。
[2]DETERT J R,TREVINO L K.Speaking up to higherups:how supervisors and skip-level leaders influence employee voice[J].Organization Science,2010,21(1):249-270.
[3]ASHFORD S J,DE STOBBELEIR K,NUJELLA M.To seek or not to seek:is that the only question?Recent developments in feedback-feeking literature[J].Annual Review of Organizational Psychology and Organizational Behavior,2016,3(1):213-239.
[4]CHEN Z,LAM W,ZHONG J A.Leader-member exchange and member performance:a new look at individuallevel negative feedback-seeking behavior and team-level empowerment climate[J].Journal of Applied Psychology,2007,92(1):202-212.
[5]GONG Y,WANG M,HUANG J C,et al.Toward a goal orientation-based feedback-seeking typology[J].Journal of Management,2017,43(4):1234-1260.
[6]NIFADKAR S,TSUI A S,ASHFORTH B E.The way you make me feel and behave:supervisor-triggered newcomer affect and approach-avoidance behavior[J].Academy of Management Journal,2012,55(5):1146-1168.
[7]MILLWARD L J,ASUMENG M,MCDOWALL A."Catch me if you can?":apsychological analysis of managers feedback seeking[J].Journal of Managerial Psychology,2010,25(4):384-407.
[8]ATWATER L,ROUSH P,FISCHTHAL A.The influence of upward feedback on self-and follower ratings of leadership[J].Personnel Psychology,1995,48(1):35-59.
[9]SOSIK J J,POTOSKY D,JUNG D I.Adaptive self-regulation:meeting others'expectations of leadership and performance[J].The Journal of Social Psychology,2002,142(2):211-232.
[10]LORD R G,MAHER K J.Leadership and Information Processing:Linking Perceptions and Performance[M].Boston:Unwin Hyman,1991.
[11]TSUI A S,ASHFORD S J.Adaptive self-regulation:a process view of managerial effectiveness[J].Journal of Management,1994,20(1):93-121.
[12]ASHFORD S J,BLATT R,VANDEWALLE D.Reflections on the looking glass:a review of research on feedback-seeking behavior in organizations[J].Journal of Management,2003,29(6):773-799.
[13]ASHFORD S J.Feedback-seeking in individual adaptation:a resource perspective[J].Academy of Management Journal,1986,29(3):465-487.
[14]WHITAKER B G,DAHLING J J,LEVY P.The development of a feedback environment and role clarity model of job performance[J].Journal of Management,2007,33(4):570-591.
[15]WHITAKER B G,LEVY P.Linking feedback quality and goal orientation to feedback seeking and job performance[J].Human Performance,2012,25(2):159-178.
[16]BASS B M.Leadership and Performance Beyond Expectations[M].New York:Free Press,1985.
[17]BASS B M,AVOLIO B J.Improving Organizational Effectiveness Through Transformational Leadership[M].Thousand Oaks,CA:Sage,1994.
[18]SHAMIR B,HOUSE R J,ARTHUR M B.The motivational effects of charismatic leadership:a self-concept based theory[J].Organization Science,1993,4(4):577-594.
[19]周浩,龙立荣.恩威并施,以德服人——家长式领导研究述评[J].心理科学进展,2005,13(2):227-238.
[20]ASHFORD S J,TSUI A S.Self-regulation for managerial effectiveness:the role of active feedback seeking[J].A-cademy of Management Journal,1991,34(2):251-280.
[21]ASHFORD S J,WELLMAN N,SULLY DE LUQUEM,et al.Two roads to effectiveness:CEO feedback seeking,vision articulation,and firm performance[J].Journal of Organizational Behavior,2018,39(1):82-95.
[22]STOKER J I,GRUTTERINK H,KOLK N J.Do transformational CEOs always make the difference?The role of TMT feedback seeking behavior[J].The Leadership Quarterly,2012,23(3):582-592.
[23]BRISLIN R W.Translation and Content Analysis of Oral and Written Material[M]//TRIANDIS H C,BERRY JW.Handbook of Cross-cultural Psychology:Social Psychology.Boston,MA:Allyn&Bacon,1980:349-444.
[24]AVOLIO B J,BASS B M.Multifactor Leadership Questionnaire:Manual and Sampler Set[M].3rd ed.Redwood City,CA:Mind Garden,2004.
[25]MAEL F,ASHFORTH B E.Alumni and their alma mater:apartial test of the reformulated model of organizational identification[J].Journal of Organizational Behavior,1992,13(2):103-123.
[26]MUTHéN L K,MUTHéN B O.Mplus Version 7User's Guide[M].Los Angeles,CA:Muthén&Muthén,2012.
[27]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.
[28]EPITROPAKI O,MARTIN R.From ideal to real:a longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes[J].Journal of Applied Psychology,2005,90(4):659-676.
[29]EPITROPAKI O,SY T,MARTIN R,et al.Implicit leadership and followership theories"in the wild":taking stock of information-processing approaches to leadership and followership in organizational settings[J].The Leadership Quarterly,2013,24(6):858-881.
[30]LORD R G,DE VADER C L,ALLIGER G M.A meta-analysis of the relation between personality traits and leadership perceptions:an application of validity generalization procedures[J].Journal of Applied Psychology,1986,71(3):402-410.
[31]RUSH M C,THOMAS J C,LORD R G.Implicit leadership theory:apotential threat to the internal validity of leader behavior questionnaires[J].Organizational Behavior and Human Performance,1977,20(1):93-110.
[32]EDWARDS J R.Alternatives to difference scores as dependent variables in the study of congruence in organizational research[J].Organizational Behavior and Human Decision Processes,1995,64:307-324.
[33]ASHFORD S J,NORTHCRAFT G B.Conveying more(or less)than we realize:the role of impression-management in feedback-seeking[J].Organizational Behavior and Human Decision Processes,1992,53(3):310-334.
[34]PHILLIPS J S,LORD R G.Causal attributions and perceptions of leadership[J].Organizational Behavior and Human Performance,1981,28(2):143-163.
[35]HOUSE R J.A path goal theory of leader effectiveness[J].Administrative Science Quarterly,1971,16(3):321-339.
[36]HOGAN R,CURPHY G J,HOGAN J.What we know about leadership:effectiveness and personality[J].A-merican Psychologist,1994,49(6):493-526.
[37]张祥润,王宗水,时勘.内隐领导原型对领导有效性的影响机制——领导信任的中介效应和上下级沟通频率的调节效应[J].管理评论,2017,29(5):75-86.
[38]EPITROPAKI O,MARTIN R.Implicit leadership theories in applied settings:factor structure,generalizability,and stability over time[J].Journal of Applied Psychology,2004,89(2):293-310.
[39]OFFERMANN L R,KENNEDY JR J K,WIRTZ P W.Implicit leadership theories:content,structure,and generalizability[J].The Leadership Quarterly,1994,5(1):43-58.
[40]SWANEY K,PREDIGER D.The relationship between interest-occupation congruence and job satisfaction[J].Journal of Vocational Behavior,1985,26(1):13-24.
[41]HOWELL J M,HALL-MERENDA K E.The ties that bind:the impact of leader-member exchange,transformational and transactional leadership,and distance on predicting follower performance[J].Journal of Applied Psychology,1999,84(5):680-694.
[42]STURMAN M C.Searching for the inverted U-shaped relationship between time and performance:meta-analyses of the experience/performance,tenure/performance,and age/performance relationships[J].Journal of Management,2003,29(5):609-640.
[43]PREACHER K J,SELIG J P.Advantages of Monte Carlo confidence intervals for indirect effects[J].Communication Methods and Measures,2012,6(2):77-98.
[44]WANG H,LAW K S,HACKETT R D,et al.Leadermember exchange as a mediator of the relationship between transformational leadership and followers'performance and organizational citizenship behavior[J].A-cademy of Management Journal,2005,48(3):420-432.
[45]GRANT A M,ASHFORD S J.The dynamics of proactivity at work[J].Research in Organizational Behavior,2008,28:3-34.
[46]LAM W,HUANG X,SNAPE E.Feedback-seeking behavior and leader-member exchange:do supervisor-attributed motives matter?[J].Academy of Management Journal,2007,50(2):348-363.
(1)VIF比较大的两个变量为组织年限(VIF=3.60)和上下级共事年限上下级共事年限(VIF=4.65),二者之间存在一定的共线性,回归模型2中去掉任意一个年限控制变量,剩余自变量的VIF值均小于2,且回归结果仍然基本一致。