组织内上下级信任的发展模式及其效果研究
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摘要
组织面临快速多变的经营环境，需要信任关系的快速发展。在组织内信任的研究中，关注主动信任发展已成为一个日渐明显的趋势。主动信任发展是强化信任的一个有效策略。因此，组织和个体都不应再将信任发展看作是随着时间流逝缓慢积累起来的被动过程，而是要积极主动地促进信任更快地建立与发展。本研究从个体行为特征与组织风险控制双重视角探讨组织内的信任发展，试图通过个体层面和组织层面的综合分析及实证检验组织内信任发展的跨层次模型，以期增强个体和组织双方提高组织信任氛围的主动性，采取积极措施推动主动信任发展。并在此基础上，进一步检验组织内的垂直信任对于个体行为的影响作用。研究的主要结论有：
(1)信任发展导向的领导行为特征包含五个维度，即指导行为、公正行为、控制权分享、正直行为和领导胜任行为；而信任发展导向的下属行为特征包含四个维度，即谨慎行为、忠诚行为、正直行为和下属胜任行为。不同维度的行为特征对于认知信任和情感信任发展具有不同的影响作用。公正行为在促进领导认知信任发展中发挥最大的作用，而指导行为在领导情感信任发展中作用最大。下属胜任行为在促进下属认知信任发展中作用最大，而忠诚行为在下属情感信任中作用最大。
(2)直接作用分析显示，在领导认知信任和情感信任的发展中，组织的制度控制和组织氛围影响效应大小基本一致。然而，制度控制对下属认知信任作用显著大于对情感信任的影响作用，组织氛围对下属情感信任的影响作用显著大于对认知信任的影响作用。调节作用的分析结果表明，制度控制对控制权分享与领导认知信任之间的关系具有加强作用。组织氛围对正直行为和领导胜任行为与领导认知信任之间的关系具有削弱作用。制度控制和组织氛围均对公正行为与领导情感信任之间的关系具有削弱作用。另外，制度控制对正直行为与下属认知信任、下属胜任行为和谨慎行为与下属情感信任之间的关系具有削弱作用。组织氛围对忠诚行为与下属情感信任之间的关系具有削弱作用。
(3)领导对于下属的认知信任和情感信任对不同维度的领导授权行为的影响效应存在着显著差异。认知信任对决策参与维度的正向影响作用最大，情感信任对帮助指导和信息分享维度的正向影响作用较大。此外，领导的权力距离感和制度控制均对认知信任与三个维度的授权行为之间的关系具有显著的调节作用。但是，只有制度控制对情感信任与三个维度的授权行为之间的关系调节作用显著。
(4)下属对于领导的认知信任和情感信任对员工行为及绩效具有不同的影响作用。与认知信任相比，情感信任对员工行为与绩效的影响作用更大。另外，注意聚焦在认知信任与员工任务绩效及组织公民行为之间发挥中介作用，即认知信任通过注意聚焦间接影响员工的任务绩效与组织公民行为。而情感信任对员工行为与绩效具有直接和间接的影响作用，即一方面直接影响员工的任务绩效和个人指向公民行为，另一方面则通过情感承诺的中介作用影响员工的任务绩效和组织公民行为。
论文最后对全文进行总结，并指出了研究中存在的不足及未来研究方向。
Organizations are facing sudden and changeful business environment, which need the swift development of trust relationship. Within the researches on trust in organizations, it is an obvious development trend to focus on active trust development. Active trust development is an effective strategy for intensifying trust. Therefore, neither organizations nor individuals should regard trust development as a passive process which accumulated slowly and gradually with the passage of time, but should accelerate trust evolution more quickly on their own initiatives. In order to promote the initiatives of individual and organization in improving organizational trust climate and taking active steps for driving active trust development, the present study explored the trust development within organizations in a dual view of individual's behavior characteristics and organizational risk controlling, and empirically tested the cross-level model of trust development in organizations via the integrated analysis of both individual- and organization-level. Moreover, the present research further examined the effects of vertical trust on individual behavioir in organizations. The main conclusions of the present research as following:
(1)Leader's behavior characteristics for trust-development-oriented involve five factors, that is, coaching behavior, equity behavior, control sharing, integrity behavior, and leader competence behavior, while subordinate' behavior characteristics have four factors of discreet behavior, loyalty behavior, integrity behavior, and subordinate competence behavior. Different dimensions of individual's behavior characteristics had different effects on cognition-based trust and affect-based trust. Leader's equity behavior had strongest influence on cognition-based trust in leader, and coaching behavior had strongest effect on affect-based trust in leader. Subordinate competence behavior had strongest effect on cognition-based trust in subordinate, and loyalty behavior had strongest effect on affect-based trust in subordinate.
(2)The analysis of main effect indicated, system control and organizational climate had positive and approximately the same magnitude influence on cognition-based and affect-based trust in leader. However, system control had stronger effect on cognition-based trust in subordinate than on affect-based trust in subordinate, while organizational climate had stronger influence on affect-based trust in subordinate than on cognition-based trust in subordinate. The analysis of moderating effects showed, system control would strengthen the relationship of control sharing and cognition-based trust in leader. Organizational climate would weaken the relationship of integrity behavior, leader competence behavior and cognition-based trust in leader. System control and organizational climate would weaken the relationship of equity behavior and affect-based trust in leader. For the development of trust in subordinate, system control would weaken the relationship of integrity behavior and cognition-based trust in subordinate, the relationship between subordinate competence behavior, discreet behavior and affect-based trust in subordinate. Organizational climate would also weaken the relationship of loyalty behavior and affect-based trust in subordinate.
(3)Cognition-based trust and affect-based trust in subordinate had differentia effects on different dimensions of leader empowering behavior. Cognition-based trust in subordinate had positive and biggest influence on participative decision, while affect-based trust in subordinate had positive and biggest effect on coaching and informing. Leader's individual power distance and system control had significant moderating effects on cognition-based trust in subordinate and three dimensions of leader empowering behaviors. But only system control had significant moderating effect on affect-based trust in subordinate and three dimensions of empowering behavior.
(4)Cognition-based and affect-based trust in leader had different influences on subordinate's behavior and performance. Compared to the cognition-based trust, affect-based trust in leader had larger effect on employee's behavior and performance. In addition, ability to focus acted as mediator variable in the relationship of cognition-based trust in leader and employee's task performance and organizational citizenship behavior, that is, cognition-based trust in leader showed influence on employee's task performance and organizational citizenship behavior via ability to focus. Affect-based trust in leader had directly and indirectly effect on employee's behavior and performance. On one hand, affect-based trust in leader affected directly employee's task performance and individual-oriented citizenship behavior. On the other hand, it had effect on employee's task performance and organizational citizenship behavior via affect commitment.
At last, the whole dissertation was summarized, the shortage of the study and future direction of the research were produced.
(1)信任发展导向的领导行为特征包含五个维度，即指导行为、公正行为、控制权分享、正直行为和领导胜任行为；而信任发展导向的下属行为特征包含四个维度，即谨慎行为、忠诚行为、正直行为和下属胜任行为。不同维度的行为特征对于认知信任和情感信任发展具有不同的影响作用。公正行为在促进领导认知信任发展中发挥最大的作用，而指导行为在领导情感信任发展中作用最大。下属胜任行为在促进下属认知信任发展中作用最大，而忠诚行为在下属情感信任中作用最大。
(2)直接作用分析显示，在领导认知信任和情感信任的发展中，组织的制度控制和组织氛围影响效应大小基本一致。然而，制度控制对下属认知信任作用显著大于对情感信任的影响作用，组织氛围对下属情感信任的影响作用显著大于对认知信任的影响作用。调节作用的分析结果表明，制度控制对控制权分享与领导认知信任之间的关系具有加强作用。组织氛围对正直行为和领导胜任行为与领导认知信任之间的关系具有削弱作用。制度控制和组织氛围均对公正行为与领导情感信任之间的关系具有削弱作用。另外，制度控制对正直行为与下属认知信任、下属胜任行为和谨慎行为与下属情感信任之间的关系具有削弱作用。组织氛围对忠诚行为与下属情感信任之间的关系具有削弱作用。
(3)领导对于下属的认知信任和情感信任对不同维度的领导授权行为的影响效应存在着显著差异。认知信任对决策参与维度的正向影响作用最大，情感信任对帮助指导和信息分享维度的正向影响作用较大。此外，领导的权力距离感和制度控制均对认知信任与三个维度的授权行为之间的关系具有显著的调节作用。但是，只有制度控制对情感信任与三个维度的授权行为之间的关系调节作用显著。
(4)下属对于领导的认知信任和情感信任对员工行为及绩效具有不同的影响作用。与认知信任相比，情感信任对员工行为与绩效的影响作用更大。另外，注意聚焦在认知信任与员工任务绩效及组织公民行为之间发挥中介作用，即认知信任通过注意聚焦间接影响员工的任务绩效与组织公民行为。而情感信任对员工行为与绩效具有直接和间接的影响作用，即一方面直接影响员工的任务绩效和个人指向公民行为，另一方面则通过情感承诺的中介作用影响员工的任务绩效和组织公民行为。
论文最后对全文进行总结，并指出了研究中存在的不足及未来研究方向。
Organizations are facing sudden and changeful business environment, which need the swift development of trust relationship. Within the researches on trust in organizations, it is an obvious development trend to focus on active trust development. Active trust development is an effective strategy for intensifying trust. Therefore, neither organizations nor individuals should regard trust development as a passive process which accumulated slowly and gradually with the passage of time, but should accelerate trust evolution more quickly on their own initiatives. In order to promote the initiatives of individual and organization in improving organizational trust climate and taking active steps for driving active trust development, the present study explored the trust development within organizations in a dual view of individual's behavior characteristics and organizational risk controlling, and empirically tested the cross-level model of trust development in organizations via the integrated analysis of both individual- and organization-level. Moreover, the present research further examined the effects of vertical trust on individual behavioir in organizations. The main conclusions of the present research as following:
(1)Leader's behavior characteristics for trust-development-oriented involve five factors, that is, coaching behavior, equity behavior, control sharing, integrity behavior, and leader competence behavior, while subordinate' behavior characteristics have four factors of discreet behavior, loyalty behavior, integrity behavior, and subordinate competence behavior. Different dimensions of individual's behavior characteristics had different effects on cognition-based trust and affect-based trust. Leader's equity behavior had strongest influence on cognition-based trust in leader, and coaching behavior had strongest effect on affect-based trust in leader. Subordinate competence behavior had strongest effect on cognition-based trust in subordinate, and loyalty behavior had strongest effect on affect-based trust in subordinate.
(2)The analysis of main effect indicated, system control and organizational climate had positive and approximately the same magnitude influence on cognition-based and affect-based trust in leader. However, system control had stronger effect on cognition-based trust in subordinate than on affect-based trust in subordinate, while organizational climate had stronger influence on affect-based trust in subordinate than on cognition-based trust in subordinate. The analysis of moderating effects showed, system control would strengthen the relationship of control sharing and cognition-based trust in leader. Organizational climate would weaken the relationship of integrity behavior, leader competence behavior and cognition-based trust in leader. System control and organizational climate would weaken the relationship of equity behavior and affect-based trust in leader. For the development of trust in subordinate, system control would weaken the relationship of integrity behavior and cognition-based trust in subordinate, the relationship between subordinate competence behavior, discreet behavior and affect-based trust in subordinate. Organizational climate would also weaken the relationship of loyalty behavior and affect-based trust in subordinate.
(3)Cognition-based trust and affect-based trust in subordinate had differentia effects on different dimensions of leader empowering behavior. Cognition-based trust in subordinate had positive and biggest influence on participative decision, while affect-based trust in subordinate had positive and biggest effect on coaching and informing. Leader's individual power distance and system control had significant moderating effects on cognition-based trust in subordinate and three dimensions of leader empowering behaviors. But only system control had significant moderating effect on affect-based trust in subordinate and three dimensions of empowering behavior.
(4)Cognition-based and affect-based trust in leader had different influences on subordinate's behavior and performance. Compared to the cognition-based trust, affect-based trust in leader had larger effect on employee's behavior and performance. In addition, ability to focus acted as mediator variable in the relationship of cognition-based trust in leader and employee's task performance and organizational citizenship behavior, that is, cognition-based trust in leader showed influence on employee's task performance and organizational citizenship behavior via ability to focus. Affect-based trust in leader had directly and indirectly effect on employee's behavior and performance. On one hand, affect-based trust in leader affected directly employee's task performance and individual-oriented citizenship behavior. On the other hand, it had effect on employee's task performance and organizational citizenship behavior via affect commitment.
At last, the whole dissertation was summarized, the shortage of the study and future direction of the research were produced.
引文
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