追随力视角下积极挑战行为的概念与作用机制研究

发布时间：2018-02-03 18:10

  本文关键词： 积极挑战行为 追随力 道德领导 工作绩效　出处：《管理学报》2017年10期 　论文类型：期刊论文

【摘要】：在深度访谈的基础上,基于531份大样本数据以及来自北京地区某房地产服务企业的192份领导-下属配对样本展开两项研究,对组织中员工积极挑战行为的内涵、测量及其前因、结果变量和影响机制的边界条件进行了探索。在追随力理论的框架下,首先界定了组织中积极挑战行为的内涵,并先后通过定性与定量的方法将其与相关概念进行了区分,最后开发了5个题项的量表对积极挑战行为进行测量。研究结果进一步发现:道德型领导与员工的积极挑战行为呈正相关关系;道德型领导与员工职业发展呈正相关关系;员工的积极挑战行为部分中介了道德型领导与职业发展之间的正相关关系;积极挑战行为的中介作用被工作绩效所调节。研究结论从追随力的角度提出并发展了积极挑战行为这一概念,丰富和拓展了对组织中员工追随行为的认识,并为组织中理性对待员工的积极挑战行为提供了启迪。
[Abstract]:On the basis of in-depth interviews, two studies were conducted on the basis of 531 large sample data and 192 leader-subordinate matched samples from a real estate service enterprise in Beijing. This paper explores the connotation, measurement and its antecedents, outcome variables and boundary conditions of employee's positive challenge behavior in the organization. Firstly, it defines the connotation of positive challenge behavior in the organization, and distinguishes it from related concepts by qualitative and quantitative methods. Finally, we developed a scale of 5 items to measure the positive challenge behavior. The results showed that moral leadership had a positive correlation with the positive challenge behavior of employees; There is a positive correlation between moral leadership and staff career development. The positive challenge behavior of employees partly mediates the positive correlation between moral leadership and career development; The mediating role of positive challenge behavior is regulated by job performance. The conclusion of the study puts forward and develops the concept of positive challenge behavior from the perspective of follow ability, which enriches and expands the understanding of employee's following behavior in the organization. And for the rational treatment of employees in the organization of positive challenge behavior to provide inspiration.
【作者单位】： 中国人民大学商学院;香港理工大学工商管理学院;北方工业大学经济管理学院;
【基金】：国家自然科学基金资助项目(71372161,71072142,71640015) 中央高校基本科研业务费专项资金资助项目(17XNH079)
【分类号】：F272.92
【正文快照】： 1　研究背景随着互联网和电子信息技术的应用,现代组织结构越来越倾向于扁平化、透明化,下级员工拥有了比以往更多的发声渠道和施展途径。以往以领导为中心的自上而下垂直领导的作用越来越有限[1],领导模式也从单纯的“自上而下”转变为与“自下而上”同时进行,表现出更加复杂，

本文编号：1488024