正向领导对员工抑制性建言的跨层次影响
|
摘要
以社会认知理论为视角,探讨正向领导对员工抑制性建言的跨层次影响过程以及团队建言的跨层次调节作用。基于两个时间点92名团队主管与406名员工的纵向配对数据展开实证研究,结果表明:正向领导对员工抑制性建言具有显著的积极影响;自我效能感在正向领导与员工抑制性建言之间起部分中介作用;团队建言强化自我效能感与员工抑制性建言间的关系,即团队建言越频繁,自我效能感与员工抑制性建言的正向关系越强。
Drawn on theperspectiveof social cognitive theory,this study investigates the cross-level effect of positive leadership on employee prohibitive voice and the cross-level moderating effect of group voice.Based ontwo-wave longitudinal survey data including 406 dyads of leaders and employees from 92 teams,empirical results indicate that positive leadership has a significantly positive effect on employee prohibitive voice.Self-efficacy partially mediates the relationship between positive leadership and employeeprohibitive voice.Group voice strengthens the relationship between self-efficacy and employee prohibitive voice,such the higher level of group voice,the stronger the positive relation between self-efficacy and employee prohibitive voice.
Drawn on theperspectiveof social cognitive theory,this study investigates the cross-level effect of positive leadership on employee prohibitive voice and the cross-level moderating effect of group voice.Based ontwo-wave longitudinal survey data including 406 dyads of leaders and employees from 92 teams,empirical results indicate that positive leadership has a significantly positive effect on employee prohibitive voice.Self-efficacy partially mediates the relationship between positive leadership and employeeprohibitive voice.Group voice strengthens the relationship between self-efficacy and employee prohibitive voice,such the higher level of group voice,the stronger the positive relation between self-efficacy and employee prohibitive voice.
引文
[1]GRANT A M,ASHFORD S J.The dynamics of proactivity at work[J].Research in Organizational Behavior,2008,28:3-34.
[2]LIANG J,FARH C I,FARH J.Psychological antecedents of promotive and prohibitive voice:a two-wave examination[J].Academy of Management Journal,2012,55(1):71-92.
[3]YOUSSEF-MORGAN C M,LUTHANS F.Positive leadership:meaning and application across cultures[J].Organizational Dynamics,2013,42(3):198-208.
[4]ZBIEROWSKI P,GRA K.Positive leadership:its nature,antecedents and consequences[J].Journal of Positive Management,2014,5(1):85-99.
[5]KELLOWAY E K,WEIGAND H,MCKEE M C,et al.Positive leadership and employee well-being[J].Journal of Leadership&Organizational Studies,2013,20(1):107-117.
[6]ZBIEROWSKI P L A.Positive leadership and corporate entrepreneurship:theoretical considerations and research propositions[J].Entrepreneurial Business and Economics Review,2016,4(3):73-84.
[7]CAMERON K.Positive leadership:strategies for extraordinary performance[M].San Francisco:Berrett-Koehler Publishers,2012:1-12.
[8]鞠蕾.辱虐管理与员工促进性建言行为关系研究[J].中国软科学,2016(7):182-192.
[9]CHEN G,GULLY S M,WHITEMAN J,et al.Examination of relationships among trait-like individual differences,state-like individual differences,and learning performance[J].Journal of Applied Psychology,2000,85(6):835.
[10]BANDURA A.Social foundations of thought and action:a social cognitive theory[M].Englewood Cliffs,NJ:Prentice Hall,1986:1-544.
[11]CHAMBERLIN M,NEWTON D W,LEPINE J A.A meta-analysis of voice and its promotive and prohibitive forms:identification of key associations,distinctions,and future research directions[J].Personnel Psychology,2017,70(1):11-71.
[12]张丽华,郭云贵,刘睿.中国情境下的领导行为与员工建言[J].首都经济贸易大学学报,2017,19(2):81-87.
[13]WALUMBWA F O,MORRISON E W,CHRISTENSENA L.Ethical leadership and group in-role performance:the mediating roles of group conscientiousness and group voice[J].The Leadership Quarterly,2012,23(5):953-964.
[14]FRAZIER M L,BOWLER W M.Voice climate,supervisor undermining,and work outcomes:agroup-level examination[J].Journal of Management,2015,41(3):841-863.
[15]HUANG L,PATERSON T A.Group ethical voice:influence of ethical leadership and impact on ethical performance[J].Journal of Management,2017,43(4):1157-1184.
[16]LI A N,LIAO H,TANGIRALA S,et al.The content of the message matters:the differential effects of promotive and prohibitive team voice on team productivity and safety performance gains[J].Journal of Applied Psychology,2017,102(8):1259-1270.
[17]杨美玉,柯佑宗.人们为何能勇于建言?建言自我效能与团队建言行为的效果[J].台大管理论丛,2015,25(3):39-66.
[18]谢传崇.校长正向领导:理念、研究与实践[M].台北:高等教育出版社,2012:1-326.
[19]CAMERON K.Practicing positive leadership:tools and techniques that create extraordinary results[M].San Francisco:Berrett-Koehler Publishers,2013:1-192.
[20]GLOMB T M,BHAVE D P,MINER A G,et al.Doing good,feeling good:examining the role of organizational citizenship behaviors in changing mood[J].Personnel Psychology,2011,64(1):191-223.
[21]CAMERON K,PLEWS E.Positive leadership in action:applications of POS by Jim Mallozzi,CEO,prudential real estate and relocation[J].Organizational Dynamics,2012,41(2):99-105.
[22]HANNAH S T,WOOLFOLK R L,LORD R G.Leader self-structure:a framework for positive leadership[J].Journal of Organizational Behavior,2009,30(2):269-290.
[23]段锦云,张倩.建言行为的认知影响因素,理论基础及发生机制[J].心理科学进展,2012,20(1):115-126.
[24]段锦云.员工建言和沉默之间的关系研究:诺莫网络视角[J].南开管理评论,2012,15(4):80-88.
[25]CHEN G,GULLY S M,EDEN D.Validation of a new general self-efficacy scale[J].Organizational Research Methods,2001,4(1):62-83.
[26]段锦云,张晨,徐悦.员工建言行为的人口统计特征元分析[J].心理科学进展,2016,24(10):1568-1582.
[27]JAMES L R,DEMAREE R G,WOLF G.Rwg:an assessment of within-group inter-rater agreement[J].Journal of Applied Psychology,1993,78(2):306-309.
[28]BLIESE P D.Within-group agreement,non-independence,and reliability:implications for data aggregation and analysis[Z].2000.
[29]ENDERS C K,TOFIGHI D.Centering predictor variables in cross-sectional multilevel models:a new look at an old issue[J].Psychological Methods,2007,12(2):121.
[30]ZHANG Z,ZYPHUR M J,PREACHER K J.Testing multilevel mediation using hierarchical linear models:problems and solutions[J].Organizational Research Methods,2009,12(4):695-719.
[31]SVENDSEN M,UNTERRAINER C,JNSSON T F.The effect of transformational leadership and job autonomy on promotive and prohibitive voice:a two-wave study[J].Journal of Leadership&Organizational Studies,2018:1-13.
[32]刘生敏,廖建桥.“禽”中纳谏:多层次真实型领导对员工和团队抑制性建言的影响[J].管理工程学报,2016,30(2):142-151.
[33]张亚军,张金隆,张军伟等.谦卑型领导与员工抑制性建言的关系研究[J].管理评论,2017,29(5):110-119.
[34]严丹.上级辱虐管理对员工建言行为的影响---来自制造型企业的证据[J].管理科学,2012,25(2):41-50.
[2]LIANG J,FARH C I,FARH J.Psychological antecedents of promotive and prohibitive voice:a two-wave examination[J].Academy of Management Journal,2012,55(1):71-92.
[3]YOUSSEF-MORGAN C M,LUTHANS F.Positive leadership:meaning and application across cultures[J].Organizational Dynamics,2013,42(3):198-208.
[4]ZBIEROWSKI P,GRA K.Positive leadership:its nature,antecedents and consequences[J].Journal of Positive Management,2014,5(1):85-99.
[5]KELLOWAY E K,WEIGAND H,MCKEE M C,et al.Positive leadership and employee well-being[J].Journal of Leadership&Organizational Studies,2013,20(1):107-117.
[6]ZBIEROWSKI P L A.Positive leadership and corporate entrepreneurship:theoretical considerations and research propositions[J].Entrepreneurial Business and Economics Review,2016,4(3):73-84.
[7]CAMERON K.Positive leadership:strategies for extraordinary performance[M].San Francisco:Berrett-Koehler Publishers,2012:1-12.
[8]鞠蕾.辱虐管理与员工促进性建言行为关系研究[J].中国软科学,2016(7):182-192.
[9]CHEN G,GULLY S M,WHITEMAN J,et al.Examination of relationships among trait-like individual differences,state-like individual differences,and learning performance[J].Journal of Applied Psychology,2000,85(6):835.
[10]BANDURA A.Social foundations of thought and action:a social cognitive theory[M].Englewood Cliffs,NJ:Prentice Hall,1986:1-544.
[11]CHAMBERLIN M,NEWTON D W,LEPINE J A.A meta-analysis of voice and its promotive and prohibitive forms:identification of key associations,distinctions,and future research directions[J].Personnel Psychology,2017,70(1):11-71.
[12]张丽华,郭云贵,刘睿.中国情境下的领导行为与员工建言[J].首都经济贸易大学学报,2017,19(2):81-87.
[13]WALUMBWA F O,MORRISON E W,CHRISTENSENA L.Ethical leadership and group in-role performance:the mediating roles of group conscientiousness and group voice[J].The Leadership Quarterly,2012,23(5):953-964.
[14]FRAZIER M L,BOWLER W M.Voice climate,supervisor undermining,and work outcomes:agroup-level examination[J].Journal of Management,2015,41(3):841-863.
[15]HUANG L,PATERSON T A.Group ethical voice:influence of ethical leadership and impact on ethical performance[J].Journal of Management,2017,43(4):1157-1184.
[16]LI A N,LIAO H,TANGIRALA S,et al.The content of the message matters:the differential effects of promotive and prohibitive team voice on team productivity and safety performance gains[J].Journal of Applied Psychology,2017,102(8):1259-1270.
[17]杨美玉,柯佑宗.人们为何能勇于建言?建言自我效能与团队建言行为的效果[J].台大管理论丛,2015,25(3):39-66.
[18]谢传崇.校长正向领导:理念、研究与实践[M].台北:高等教育出版社,2012:1-326.
[19]CAMERON K.Practicing positive leadership:tools and techniques that create extraordinary results[M].San Francisco:Berrett-Koehler Publishers,2013:1-192.
[20]GLOMB T M,BHAVE D P,MINER A G,et al.Doing good,feeling good:examining the role of organizational citizenship behaviors in changing mood[J].Personnel Psychology,2011,64(1):191-223.
[21]CAMERON K,PLEWS E.Positive leadership in action:applications of POS by Jim Mallozzi,CEO,prudential real estate and relocation[J].Organizational Dynamics,2012,41(2):99-105.
[22]HANNAH S T,WOOLFOLK R L,LORD R G.Leader self-structure:a framework for positive leadership[J].Journal of Organizational Behavior,2009,30(2):269-290.
[23]段锦云,张倩.建言行为的认知影响因素,理论基础及发生机制[J].心理科学进展,2012,20(1):115-126.
[24]段锦云.员工建言和沉默之间的关系研究:诺莫网络视角[J].南开管理评论,2012,15(4):80-88.
[25]CHEN G,GULLY S M,EDEN D.Validation of a new general self-efficacy scale[J].Organizational Research Methods,2001,4(1):62-83.
[26]段锦云,张晨,徐悦.员工建言行为的人口统计特征元分析[J].心理科学进展,2016,24(10):1568-1582.
[27]JAMES L R,DEMAREE R G,WOLF G.Rwg:an assessment of within-group inter-rater agreement[J].Journal of Applied Psychology,1993,78(2):306-309.
[28]BLIESE P D.Within-group agreement,non-independence,and reliability:implications for data aggregation and analysis[Z].2000.
[29]ENDERS C K,TOFIGHI D.Centering predictor variables in cross-sectional multilevel models:a new look at an old issue[J].Psychological Methods,2007,12(2):121.
[30]ZHANG Z,ZYPHUR M J,PREACHER K J.Testing multilevel mediation using hierarchical linear models:problems and solutions[J].Organizational Research Methods,2009,12(4):695-719.
[31]SVENDSEN M,UNTERRAINER C,JNSSON T F.The effect of transformational leadership and job autonomy on promotive and prohibitive voice:a two-wave study[J].Journal of Leadership&Organizational Studies,2018:1-13.
[32]刘生敏,廖建桥.“禽”中纳谏:多层次真实型领导对员工和团队抑制性建言的影响[J].管理工程学报,2016,30(2):142-151.
[33]张亚军,张金隆,张军伟等.谦卑型领导与员工抑制性建言的关系研究[J].管理评论,2017,29(5):110-119.
[34]严丹.上级辱虐管理对员工建言行为的影响---来自制造型企业的证据[J].管理科学,2012,25(2):41-50.