矛盾领导与下属主动行为关系研究：战略定向的中介效应与心理权利的调节效应

发布时间：2018-07-22 12:13

【摘要】：领导者在工作中不可避免地会面临矛盾的状态,比如领导者既需要用公平一致的方式来对待所有的员工,还需要根据每一位员工的不同特点进行有区别的对待;领导者既要严格按照组织的规则和流程进行决策,但在遇到特殊情况时又要进行灵活变通。组织中这些两难情景会让领导者遭遇决策困境,能否有效处理组织中的“矛盾”问题一直以来都是衡量一名领导者管理水平的重要标志。另一方面,随着组织环境复杂性和不确定性不断提高,员工自发的主动行为(比如积极建言)变得越来越重要。那么,当主管展示出矛盾领导行为时,这对员工主动行为是否会产生影响?如果会,将如何产生影响?为了回答上述问题,本文深入探讨了矛盾领导行为对下属主动行为的影响机制。以社会学习理论和解释水平理论为基础,本文探究了战略定向的中介效应和心理权利的调节作用。采用来自213名员工两期调研的数据检验了所提出的假设,实证结果发现:(1)矛盾领导与员工的亲组织非伦理行为负相关,与员工建言行为,主动变革行为正相关;(2)战略定向在矛盾领导与员工亲组织非伦理行为、建言行为以及主动变革行为关系之间起到部分中介作用;(3)心理权利负向调节矛盾领导行为与战略定向之间的关系。本研究的创新点在于:(1)深入探究了矛盾领导对员工主动行为的影响机制,将员工的战略定向作为一种解释机制,探究了战略定向在矛盾领导与员工的主动行为之间的中介作用,深化了对矛盾领导发挥作用机制的认识,并扩展了主动行为的前因变量的研究;(2)本文还探究了矛盾领导对员工战略定向作用机制的影响因素,研究了心理权利的调节效应,结果表明心理权利会负向调节二者之间的关系。这一发现加深了我们对心理权利的理解,也丰富了对矛盾领导发挥作用的边界条件的研究。此外,本研究为企业的管理实践提出了一些建议:第一,矛盾领导行为对于激发员工的积极主动性和创造性具有重要的作用,因此组织可以通过有针对性的培训来提高管理者的矛盾领导能力;另外在选拔管理者的时候,可以将矛盾情景处理能力作为一项重要的评价指标;第二,下属的的人格特质,比如对事情的归因方式,对自己利益的重视程度等都是影响矛盾领导发挥作用的重要因素,而且这些特质性的因素难以在短期内发生改变,因此组织在招聘新员工的时候可以将这些因素作为素质测评的内容。
[Abstract]:Leaders will inevitably face contradictions in their work, such as leaders need to treat all employees in a fair and consistent manner, but also need to be treated differently according to the different characteristics of each employee; Leaders should make decisions strictly according to the rules and procedures of the organization, but flexible when they encounter special situations. These dilemmas in the organization will make leaders encounter decision-making difficulties. Whether or not they can effectively deal with the "contradictions" in the organization has always been an important symbol to measure the management level of a leader. On the other hand, with the increasing complexity and uncertainty of the organizational environment, the initiative of employees (such as positive advice) becomes more and more important. So, when the supervisor shows contradictory leadership behavior, does this have an impact on employee initiative? If so, how will it impact? In order to answer the above questions, this paper probes into the influence mechanism of contradictory leadership behavior on subordinates' active behavior. Based on the theory of social learning and the level of explanation, this paper explores the mediating effect of strategic orientation and the regulating effect of psychological rights. The data from 213 employees were used to test the hypotheses. The empirical results showed that: (1) the contradictory leadership was negatively correlated with the non-ethical behavior of the staff, and it was negatively correlated with the behavior of employee's advice. Active change behavior is positively correlated. (2) Strategic orientation is the non-ethical behavior of contradictory leadership and employee pro-organization. The relationship between constructive behavior and active change behavior plays a part intermediary role; (3) psychological rights negatively regulate the relationship between contradictory leadership behavior and strategic orientation. The innovations of this study are as follows: (1) the paper probes into the influence mechanism of contradictory leadership on employee's active behavior, regards employee's strategic orientation as an explanation mechanism, and probes into the intermediary function of strategic orientation between contradictory leadership and employee's active behavior. It deepens the understanding of the mechanism of contradictory leadership, and expands the research on the antecedents of active behavior. (2) this paper also explores the influence factors of contradictory leadership on the mechanism of employee strategic orientation, and studies the regulating effect of psychological rights. The results show that psychological rights can negatively regulate the relationship between the two. This discovery deepens our understanding of psychological rights and enriches the study of boundary conditions for the role of contradictory leadership. In addition, this study puts forward some suggestions for the management practice of enterprises. Firstly, the contradictory leadership behavior plays an important role in stimulating the employees' initiative and creativity. Therefore, the organization can improve the leadership ability of managers through targeted training; in addition, when selecting managers, the ability of dealing with contradiction situations can be regarded as an important evaluation index; second, the personality traits of subordinates, For example, the way things are attributed and the importance they attach to their own interests are all important factors that affect the role of contradictory leaders, and these special factors are difficult to change in the short term. Therefore, organizations in the recruitment of new staff can take these factors as a quality evaluation content.
【学位授予单位】：兰州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92

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