谦逊型领导对建言行为的影响——一个被调节的中介模型
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摘要
近年来,谦逊型领导对员工建言行为的影响受到了越来越多研究者的注意。从认知过程的角度,构建反思性认知行为的调节作用以探讨谦逊型领导影响建言行为的边界条件。采用社会交换理论,提出了一个以建设性变革义务感为中介变量的第二阶段被调节的中介模型,能够揭示谦逊型领导影响建言行为的内在机制。通过237份员工及其直属领导的配对数据,对假设进行了验证。结果表明:谦逊型领导与建言行为呈正相关关系,然而,这种正向关系会受到员工反思性认知行为的调节作用。对具有反思性认知行为的员工,谦逊型领导对建言行为的积极作用会消失。建设性变革义务感能在谦逊型领导与建言行为之间起到中介作用,并且这种中介作用会随着员工反思性认知行为的增加而减弱。对研究结果在谦逊型领导和建言行为研究中的意义以及未来的研究方向进行了讨论。
Exploring the effect of humble leadership on voice behavior has received more and more research attentions in recent years. This study constructed the moderating role of rumination and explored the boundary condition regarding the impact of humble leadership on voice behavior from the perspective of cognitive process.Combining with social exchange theory, this study adopted felt obligation for constructive change as mediation variable and proposed a second-phase moderated mediation model to reveal the mechanism in terms of the relationship between humble leadership and voice behavior. Through investigating 237 employee-supervisor matched data, this study examined proposed hypothesis. The results showed that the relationship between humble leadership and voice behavior was positive. However, the positive relationship was moderated by rumination. Specifically, the positive effect of humble leadership on voice behavior was not significant for employees who have the cognitive style of rumination. Felt obligation for constructive change mediated the relationship between humble leadership and voice behavior and the mediation effect was weakened with the increase of rumination. Finally,the implications for humble leadership and voice behavior literature and future research directions were discussed.
Exploring the effect of humble leadership on voice behavior has received more and more research attentions in recent years. This study constructed the moderating role of rumination and explored the boundary condition regarding the impact of humble leadership on voice behavior from the perspective of cognitive process.Combining with social exchange theory, this study adopted felt obligation for constructive change as mediation variable and proposed a second-phase moderated mediation model to reveal the mechanism in terms of the relationship between humble leadership and voice behavior. Through investigating 237 employee-supervisor matched data, this study examined proposed hypothesis. The results showed that the relationship between humble leadership and voice behavior was positive. However, the positive relationship was moderated by rumination. Specifically, the positive effect of humble leadership on voice behavior was not significant for employees who have the cognitive style of rumination. Felt obligation for constructive change mediated the relationship between humble leadership and voice behavior and the mediation effect was weakened with the increase of rumination. Finally,the implications for humble leadership and voice behavior literature and future research directions were discussed.
引文
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[2]Liu W,Zhu R,Yang Y.I warn you because I like you:Voice behavior,employee identifications,and transformational leadership[J].Leadership Quarterly,2010,21(1):189-202.
[3]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.
[4]Liang J,Farh J L.Promotive and Prohibitive Voice Behavior in Organizations:A Two-wave Longitudinal Examination[C].Guangzhou:Third Conference of the International Association for Chinese Management Research,2008.
[5]Chen A S Y,Hou Y H.The effects of ethical leadership,voice behavior and climates for innovation on creativity:A moderated mediation examination[J].Leadership Quarterly,2016,27(1):1-13.
[6]Dooley R S,Fryxell G E.Attaining decision quality and commitment from dissent:The moderating effects of loyalty and competence in strategic decision-making teams[J].Academy of Management Journal,1999,42(4):389-402.
[7]Zhou J,George J M.When job dissatisfaction leads to creativity:Encouraging the expression of voice[J].Academy of Management Journal,2001,44(4):682-696.
[8]Argote L,Ingram P.Knowledge transfer:A basis for competitive advantage in firms[J].Organizational Behavior and Human Decision Processes,2000,82(1):150-169.
[9]Walumbwa F O,Schaubroeck J.Leader personality traits and employee voice behavior:Mediating roles of ethical leadership and work group psychological safety[J].Journal of Applied Psychology,2009,94(5):1275-1286.
[10]Grant A M.Rocking the boat but keeping it steady:The role of emotion regulation in employee voice[J].Academy of Management Journal,2013,56(6):1703-1723.
[11]Detert J R,Burris E R.Leadership behavior and employee voice:Is the door really open?[J].Academy of Management Journal,2007,50(4):869-884.
[12]Liu W,Tangirala S,Ramanujam R.The relational antecedents of voice targeted at different leaders[J].Journal of Applied Psychology,2013,98(5):841-851.
[13]Zhang Y,Huai M,Xie Y.Paternalistic leadership and employee voice in china:A dual process model[J].Leadership Quarterly,2015,26(1):25-36.
[14]Duan J,Li C,Xu Y.Transformational leadership and employee voice behavior:A Pygmalion mechanism[J].Journal of Organizational Behavior,2017,38(5):650-670.
[15]段锦云,张倩,黄彩云.建言角色认同及对员工建言行为的影响机制研究[J].南开管理评论,2015,18(5):65-74.
[16]陈文平,段锦云,田晓明.员工为什么不建言:基于中国文化视角的解析[J].心理科学进展,2013,21(5):905-913.
[17]Vera D,Rodriguez-Lopez A.Strategic virtues:Humility as a source of competitive advantage[J].Organizational Dynamics,2004,33(4):393-408.
[18]Owens B P,Hekman D R.Modeling how to grow:An inductive examination of humble leader behaviors,contingencies,and outcomes[J].Academy of Management Journal,2012,55(4):787-818.
[19]张军成.谦卑型领导对员工建言行为的影响:心理安全感与主动型人格的作用[J].商业经济与管理,2016,301(11):25-33.
[20]彭娇子,张亚军,肖小虹.谦卑型领导对员工建言的影响机制研究[J].领导科学,2016(23):41-43.
[21]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.
[22]周建涛.谦逊领导与员工建言:一个中介—调节模型[J].中国人力资源开发,2016(5):34-40.
[23]Tepper B J,Duffy M K,Hoobler J,et al.Moderators of the relationships between coworkers'organizational citizenship behavior and fellow employees'attitudes[J].Journal of Applied Psychology,2004,89(3):455-465.
[24]Chiaburu D S,Marinova S V,Van Dyne L.Should I Do It Or Not?An Initial Model Of Cognitive Processes Predicting Voice Behaviors[C].Anaheim:Academy of Management Proceedings,2008.
[25]Mellings T M B,Alden L E.Cognitive processes in social anxiety:The effects of self-focus,rumination and anticipatory processing[J].Behaviour Research and Therapy,2000,38(3):243-257.
[26]Nolen-Hoeksema S.Responses to depression and their effects on the duration of depressive episodes[J].Journal of Abnormal Psychology,1991,100(4):569-582.
[27]Van Dyne L,Le Pine J A.Helping and voice extra-role behaviors:Evidence of construct and predictive validity[J].Academy of Management Journal,1998,41(1):108-119.
[28]Ng T W H,Feldman D C.Employee voice behavior:A meta-analytic test of the conservation of resources framework[J].Journal of Organizational Behavior,2012,33(2):216-234.
[29]Gao L,Janssen O,Shi K.Leader trust and employee voice:The moderating role of empowering leader behaviors[J].Leadership Quarterly,2011,22(4):787-798.
[30]马贵梅,樊耘,门一,等.权威领导影响下属建言行为的双元心理机制[J].预测,2014,33(6):1-7.
[31]Wong C A,Cummings G G.The influence of authentic leadership behaviors on trust and work outcomes of health care staff[J].Journal of Leadership Studies,2009,3(2):6-23.
[32]Blau P M.Exchange and Power in Social Life[M].New York:Wiley,1964.
[33]Fuller J B,Marler L E,Hester K.Promoting felt responsibility for constructive change and proactive behavior:Exploring aspects of an elaborated model of work design[J].Journal of Organizational Behavior,2006,27(8):1089-1120.
[34]Liang J,Farh C I C,Farh J L.Psychological antecedents of promotive and prohibitive voice:A two-wave examination[J].Academy of Management Journal,2012,55(1):71-92.
[35]Morrison E W.Employee voice and silence[J].Annual Review of Organizational Psychology and Organizational Behavior,2014(1):173-197.
[36]Cropanzano R,Mitchell M S.Social exchange theory:An interdisciplinary review[J].Journal of Management,2005,31(6):874-900.
[37]Burris E R,Detert J R,Chiaburu D S.Quitting before leaving:The mediating effects of psychological attachment and detachment on voice[J].Journal of Applied Psychology,2008,93(4):912-922.
[38]Zhang Y,Le Pine J A,Buckman B R,et al.It's not fair...or is it?The role of justice and leadership in explaining work stressor-job performance relationships[J].Academy of Management Journal,2014,57(3):675-697.
[39]Milliken F J,Morrison E W,Hewlin P F.An exploratory study of employee silence:Issues that employees don't communicate upward and why[J].Journal of Management Studies,2003,40(6):1453-1476.
[40]Cameron K,Caza A.Contributions to the discipline of positive organizational scholarship[J].American Behavioral Scientist,2004,47(6):731-739.
[41]Chatterjee A,Hambrick D C.It's all about me:Narcissistic CEOs and their effects on company strategy and performance[J].Administrative Science Quarterly,2007,52(3):351-386.
[42]王碧英,杜欠欠.谦卑型领导的研究述评与未来展望[J].中国人力资源开发,2016(13):28-36.
[43]Owens B P,Johnson M D,Mitchell T R.Expressed humility in organizations:Implications for performance,teams,and leadership[J].Organization Science,2013,24(5):1517-1538.
[44]唐汉瑛,龙立荣,周如意.谦卑领导行为与下属工作投入:有中介的调节模型[J].管理科学,2015,28(3):77-89.
[45]雷星晖,单志汶,苏涛永,等.谦卑型领导行为对员工创造力的影响研究[J].管理科学,2015,28(2):115-125.
[46]Ou A Y,Tsui A S,Kinicki A J,et al.Humble chief executive officers'connections to top management team integration and middle managers'responses[J].Administrative Science Quarterly,2014,59(1):34-72.
[47]Cropanzana R,Bowen D E,Gilliland S W.The management of organizational justice[J].Academy of Management Perspectives,2007,21(4):34-48.
[48]Weng Q,Mc Elroy J C.Organizational career growth,affective occupational commitment and turnover intentions[J].Journal of Vocational Behavior,2012,80(2):256-265.
[49]Thompson C A,Prottas D J.Relationships among organizational family support,job autonomy,perceived control,and employee well-being[J].Journal of Occupational Health Psychology,2006,11(1):100-118.
[50]Garnefski N,Kraaij V,Spinhoven P.Negative life events,cognitive emotion regulation and emotional problems[J].Personality and Individual Differences,2001,30(8):1311-1327.
[51]Smith J M,Alloy L B.A roadmap to rumination:A review of the definition,assessment,and conceptualization of this multifaceted construct[J].Clinical Psychology Review,2009,29(2):116-128.
[52]Conway M,Csank P A R,Holm S L,et al.On assessing individual differences in rumination on sadness[J].Journal of Personality Assessment,2000,75(3):404-425.
[53]Alloy L B,Abramson L Y,Hogan M E,et al.The Temple-Wisconsin cognitive vulnerability to depression project:Lifetime history of axis I psychopathology in individuals at high and low cognitive risk for depression[J].Journal of Abnormal Psychology,2000,109(3):403-418.
[54]Detert J R,Edmondson A C.Implicit voice theories:Taken-for-granted rules of self-censorship at work[J].Academy of Management Journal,2011,54(3):461-488.
[55]Liang J,Huang X,Chen Z X.Why Offering Participative Opportunities Does Not Necessarily Facilitate Speaking Up?[C].Lake Buena Vista:Academy of Management Proceedings,2013.
[56]Hackman J R,Oldham G R.Motivation through the design of work:Test of a theory[J].Organizational Behavior and Human Performance,1976,16(2):250-279.
[57]Eisenberger R,Armeli S,Rexwinkel B,et al.Reciprocation of perceived organizational support[J].Journal of Applied Psychology,2001,86(1):42-51.
[58]Wang Q,Weng Q,Mc Elroy J C,et al.Organizational career growth and subsequent voice behavior:The role of affective commitment and gender[J].Journal of Vocational Behavior,2014,84(3):431-441.
[59]Brislin R W.Translation and content analysis of oral and written material//Triandis H C.Handbook of Cross-Cultural Psychology[M].Boston:Allyn and Bacon,1980.
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