领导-下属职场孤独感匹配对离职倾向的影响:LMX的中介作用
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- 英文论文题名：Leader-Follower Congruence in Workplace Loneliness and Turnover Intention:The Mediating Role of Leader-Member Exchange
- 论文作者：陈宇帅 ; 温忠麟
- 英文论文作者：CHEN Yushuai ; WEN Zhonglin ; Center for Studies of Psychological Application ; South China Normal University
- 年：2015
- 作者机构：华南师范大学心理应用研究中心;
- 论文关键词：职场孤独感 ; 领导-下属匹配 ; LMX ; 离职倾向
- 英文论文关键词：workplace loneliness ; leader-follower congruence ; LMX ; turnover intention
- 会议召开时间：2015-10-16
- 会议录名称：第十八届全国心理学学术会议摘要集——心理学与社会发展
- 英文会议录名称：Proceedings of the 18th National Academic Congress of Psychology
- 语种：中文
- 分类号：B842
- 学会代码：ZGXG
- 会议名称：第十八届全国心理学学术会议
- 会议地点：中国天津
- 主办单位：中国心理学会
- 学会名称：中国心理学会
- 页数：2
- 文件大小：776k
- 原文格式：D
- 会议级别：全国
摘要
近几年,大部分职场孤独感研究将视角投向下属员工,缺乏深入探讨领导的孤独感。在组织中,领导有更多的机会表达自己的情感,这使得孤独的领导容易将负面情绪传染给下属并影响下属的工作表现。此外,领导的孤独感还会影响其对下属的信任和评价,容易挫败下属的工作积极性。可见,领导孤独感在工作场所的重要性不容忽视。虽然学界逐渐开始认识到下属和领导孤独感在领导和组织有效性中的负面作用,但鲜有研究将两者纳入同一框架进行考量。尤其是当高孤独的下属遇到高孤独的领导时,能否缓解孤独感带来的负面效应?又或是当高孤独的下属遇到低孤独的领导时,会否发生更具破坏性的效应?基于上述思考,本文将职场孤独感的研究对象从下属员工拓展至领导,从领导‐下属匹配视角出发,基于232份领导‐下属配对数据,采用多项式回归与响应面分析检验了领导‐下属职场孤独感一致/不一致对下属离职倾向的影响以及领导‐成员交换(LMX)的中介作用。研究结果表明:(1)领导‐下属职场孤独感一致情形下的LMX高于不一致情形;(2)一致情形下,LMX随着两者孤独感的降低而升高;(3)不一致情形下,当领导职场孤独感高于下属时,LMX更高;(4)LMX在领导‐下属职场孤独感一致/不一致与离职倾向的关系中起部分中介作用。
The perspective of followers has so far been dominating research on workplace loneliness, and few researchers have looked at issues from the perspective of leaders. Within an organization, leaders have more chances where they can express their moods, so it is easier for lonely leaders to transmit their negative moods to their followers, which may influence followers' performance. In addition, the level of workplace loneliness at which leaders feel can also affect their trust in and evaluation of followers, and as a result, dampen followers' enthusiasm for work. Obviously, one cannot brush aside the importance of leader workplace loneliness. Although it has been accepted gradually by researchers that both the workplace loneliness of followers and that of leaders may produce negative effects on the effectiveness of leadership and organization, few studies have sought to combine the two perspectives into one framework. Particularly, will there be less detrimental effects when leaders and followers feeling a high level of workplace loneliness work together? Or will there be more detrimental effects when followers at a high level of workplace loneliness whereas leaders at a low level? Based on these questions mentioned above, we extended the research subject of workplace loneliness from followers to leaders, and applied polynomial regression combined with the response surface methodology on data drawn from a sample of 232 leader-follower dyads to examine the impact of leader-follower congruence/incongruence in workplace loneliness on Leader-Member Exchange(LMX), and thereby, on followers' turnover intention. Four conclusions could be drawn. Firstly, LMX was higher when leaders and followers were aligned in terms of workplace loneliness than otherwise. Secondly, in the case of leader-follower congruence, LMX rose as their workplace loneliness fell. Thirdly, in the case of incongruence, followers had lower LMX when they were lonelier than their leaders. Finally, LMX partially mediated the leader-follower congruence/incongruence effect of workplace loneliness on followers' turnover intention.
The perspective of followers has so far been dominating research on workplace loneliness, and few researchers have looked at issues from the perspective of leaders. Within an organization, leaders have more chances where they can express their moods, so it is easier for lonely leaders to transmit their negative moods to their followers, which may influence followers' performance. In addition, the level of workplace loneliness at which leaders feel can also affect their trust in and evaluation of followers, and as a result, dampen followers' enthusiasm for work. Obviously, one cannot brush aside the importance of leader workplace loneliness. Although it has been accepted gradually by researchers that both the workplace loneliness of followers and that of leaders may produce negative effects on the effectiveness of leadership and organization, few studies have sought to combine the two perspectives into one framework. Particularly, will there be less detrimental effects when leaders and followers feeling a high level of workplace loneliness work together? Or will there be more detrimental effects when followers at a high level of workplace loneliness whereas leaders at a low level? Based on these questions mentioned above, we extended the research subject of workplace loneliness from followers to leaders, and applied polynomial regression combined with the response surface methodology on data drawn from a sample of 232 leader-follower dyads to examine the impact of leader-follower congruence/incongruence in workplace loneliness on Leader-Member Exchange(LMX), and thereby, on followers' turnover intention. Four conclusions could be drawn. Firstly, LMX was higher when leaders and followers were aligned in terms of workplace loneliness than otherwise. Secondly, in the case of leader-follower congruence, LMX rose as their workplace loneliness fell. Thirdly, in the case of incongruence, followers had lower LMX when they were lonelier than their leaders. Finally, LMX partially mediated the leader-follower congruence/incongruence effect of workplace loneliness on followers' turnover intention.
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