| 681 | 3 | 304 |
| 下载次数 | 被引频次 | 阅读次数 |
近年来,职场上的真诚逐渐受到研究者们的关注,但研究者们大多关注员工个体真诚对其自身工作状态和行为的促进作用,较少探究真诚在上下级关系中对他人的影响,以及真诚在促进关系行为中所发挥的作用。基于行为剧本理论,采用3个子研究考察了领导真诚、员工合作行为和领导语境沟通取向之间的关系。两项情境启动实验和一项问卷调查的研究结果显示,领导真诚不仅能够显著预测员工与领导的合作行为,并且能够正向影响员工与同事的合作行为。领导语境沟通取向在领导真诚与领导合作之间的关系中起调节作用。研究结果揭示了领导真诚特质的组织效益,为促进领导真诚表达和员工合作行为提供了相应的实践建议。
Abstract:In recent years,sincerity in the workplace has gradually attracted the attention of researchers,but most researchers focus on the positive effects of employees’sincerity on their own work status and behavior,and there is a lack of attention to the influence of sincerity on others in the relationships between leaders and subordinates,as well as the role of sincerity in promoting cooperative behavior.Based on the behavioral script theory,three studies were used to examine the relationships between leaders’sincerity,employees’cooperation,and contextual communication orientation.The results of two situational experiments and one questionnaire survey showed that the sincerity of leaders not only significantly predicted employee-leader cooperation,but also positively predicted employee-colleague cooperation.The contextual communication orientation played a moderating role between the relationship of the sincerity of leaders and employee-leader cooperation.The findings reveal the organizational benefits of the sincerity of leaders and provide practical suggestions for promoting leaders’sincere expression and employees’cooperation.
[1]REIS G,TRULLEN J,STORY J.Perceived organizational culture and engagement:the mediating role of authenticity[J].Journal of Managerial Psychology,2016,31(6):1091-1105.
[2]GILL C,CAZA A.An investigation of authentic leadership’s individual and group influences on follower responses[J].Journal of Management,2018,44(2):530-554.
[3]IBARRA H.The authenticity paradox[J].Harvard Business Review,2015,93(1/2):52-59.
[4]CHA S E,HEWLIN P F,ROBERTS L M,et al.Being your true self at work:integrating the fragmented research on authenticity in organizations[J].Academy of Management Annals,2019,13(2):633-671.
[5]GRANDEY A A,GABRIEL A S.Emotional labor at a crossroads:where do we go from here?[J].Annual Review of Organizational Psychology and Organizational Behavior,2015,2(1):323-349.
[6]EMMERICH A I,RIGOTTI T.Reciprocal relations between work-related authenticity and intrinsic motivation,work ability and depressvity:a two-wave study[J].Frontiers in Psychology,2017,8(1):1-12.
[7]HEWLIN P F.Wearing the cloak:antecedents and consequences of creating facades of conformity[J].Journal of Applied Psychology,2009,94(3):727-741.
[8]HEWLIN P F,KIM S S,SONG Y H.Creating facades of conformity in the face of job insecurity:a study of consequences and conditions[J].Journal of Occupational and Organizational Psychology,2016,89(3):539-567.
[9]VAN DEN BOSCH R,TARIS T W.Authenticity at work:development and validation of an individual authenticity measure at work[J].Journal of Happiness Studies,2014,15(1):1-18.
[10]CABLE D M,GINO F,STAATS B R.Breaking them in or eliciting their best?Reframing socialization around newcomers’ authentic self-expression[J].Administrative Science Quarterly,2013,58(1):1-36.
[11]HEWLIN P F,DUMAS T L,BURNETT M F.To thine own self be true?Facades of conformity,values incongruence,and the moderating impact of leader integrity[J].Academy of Management Journal,2017,60(1):178-199.
[12]MUNYON T P,HOUGHTON J D,SIMARASL N,et al.Limits of authenticity:how organizational politics bound the positive effects of authentic leadership on follower satisfaction and performance[J].Journal of Applied Social Psychology,2021,51(6):594-609.
[13]RIBEIRO N,DUARTE A P,FILIPE R,et al.Does authentic leadership stimulate organizational citizenship behaviors?The importance of affective commitment as a mediator[J].Sustainability Accounting,Management and Policy Journal,2022,13(2):320-340.
[14]PHUONG T H,TAKAHASHI K.The impact of authentic leadership on employee creativity in Vietnam:a mediating effect of psychological contract and moderating effects of subcultures[J].Asia Pacific Business Review,2021,27(1):77-100.
[15]AFRIDI S A,AFSAR B,SHAHJEHAN A,et al.Retracted:perceived corporate social responsibility and innovative work behavior:the role of employee volunteerism and authenticity[J].Corporate Social Responsibility and Environmental Management,2020,27(4):1865-1877.
[16]KIM T Y,DAVID E M,CHEN T,et al.Authenticity or self-enhancement?Effects of self-presentation and authentic leadership on trust and performance[J].Journal of Management,2023,49(3):944-973.
[17]JIANG H,SHEN H.Toward a relational theory of employee engagement:understanding authenticity,transparency,and employee behaviors[J].International Journal of Business Communication,2023,60(3):948-975.
[18]LOPEZ F G,RICE K G.Preliminary development and validation of a measure of relationship authenticity[J].Journal of Counseling Psychology,2006,53(3):362-371.
[19]KIM P,MISLIN A,TUNCEL E,et al.Power as an emotional liability:implications for perceived authenticity and trust after a transgression[J].Journal of Experimental Psychology:General,2017,146(10):1379-1401.
[20]WANG Y N.Power,communion and satisfaction:authenticity as a common mediator in China[J].Asian Journal of Social Psychology,2015,18(1):76-82.
[21]KERNIS M H.Toward a conceptualization of optimal self-esteem[J].Psychological Inquiry,2003,14(1):1-26.
[22]KERNIS M H,GOLDMAN B M.A multicomponent conceptualization of authenticity:theory and research[J].Advances in Experimental Social Psychology,2006,38(1):283-357.
[23]WOOD A M,LINLEY P A,MALTBY J,et al.The authentic personality:a theoretical and empirical conceptualization and the development of the Authenticity Scale[J].Journal of Counseling Psychology,2008,55(3):385-399.
[24]HARTER S.Authenticity[M]// SNYDER C R,LOPEZ S J.Handbook of positive psychology.London:Oxford University Press,2002:382-394.
[25]ILIES R,MORGESON F P,NAHRGANG J D.Authentic leadership and eudaemonic well-being:understanding leader-follower outcomes[J].The Leadership Quarterly,2005,16(3):373-394.
[26]SHAMIR B,EILAM G.“What’s your story?” A life-stories approach to authentic leadership development[J].The Leadership Quarterly,2005,16(3):395-417.
[27]DUAN J,GUO Z,BRINSFIELD C.Does leader integrity facilitate employee voice?A moderated mediation model of perceived risk and leader consultation[J].Leadership & Organization Development Journal,2020,41(8):1069-1087.
[28]JUNG H S,SEO K H,YOON H H.The importance of leader integrity on family restaurant employees’ engagement and organizational citizenship behaviors:exploring sustainability of employees’ generational differences[J].Sustainability,2020,12(6):1-12.
[29]祝养浩,龙立荣,刘文兴.领导感激表达能提高员工的追随行为吗?情绪表达真诚性的作用[J].心理学报,2023(7):1160-1175.
[30]LOCKLEAR L R,SHERIDAN S,KONG D T.Appreciating social science research on gratitude:an integrative review for organizational scholarship on gratitude in the workplace[J].Journal of Organizational Behavior,2023,44(2):225-260.
[31]汤一鹏,贾荣雯,龙立荣,等.员工真诚对同事关系的双刃剑效应:共事时间的调节作用[J].心理学报,2022(5):529-548.
[32]PRICE R H,BOUFFARD D L.Behavioral appropriateness and situational constraint as dimensions of social behavior[J].Journal of Personality and Social Psychology,1974,30(4):579-586.
[33]GIOIA D A,MANZ C C.Linking cognition and behavior:a script processing interpretation of vicarious learning[J].Academy of Management Review,1985,10(3):527-539.
[34]CROPANZANO R,MITCHELL M S.Social exchange theory:an interdisciplinary review[J].Journal of Management,2005,31(6):874-900.
[35]HALL E T.The silent language[M].New York:Random House,1959:1103-1105.
[36]HALL E T.Beyond culture[M].Garden City:Anchor Press,1976:256.
[37]NEIDER L L,SCHRIESHEIM C A.The authentic leadership inventory (ALI):development and empirical tests[J].The Leadership Quarterly,2011,22(6):1146-1164.
[38]CHEN C C,CHEN X P,MEINDL J R.How can cooperation be fostered?The cultural effects of individualism-collectivism[J].Academy of Management Review,1998,23(2):285-304.
[39]LEROY H,ANSEEL F,GARDNER W L,et al.Authentic leadership,authentic followership,basic need satisfaction,and work role performance:a cross-level study[J].Journal of Management,2015,41(6):1677-1697.
[40]WALUMBWA F O,AVOLIO B J,GARDNER W L,et al.Authentic leadership:development and validation of a theory-based measure[J].Journal of Management,2008,34(1):89-126.
[41]李旭,张建宇,李炳荣.从创新失败中学习与成长:真实型领导对员工的激发机理研究[J].商业经济与管理,2021(8):29-39.
[42]韩翼,刘庚.真实型领导与领导-成员匹配对工作繁荣的影响:社会嵌入视角[J].商业经济与管理,2020(3):28-40.
[43]LORD R G,MAHER K J.Cognitive theory in industrial and organizational psychology[M]// DUNNETTE M D,HOUGH L M.Handbook of industrial and organizational psychology.Palo Alto:Consulting Psychologists Press,1991:1-62.
[44]AVERY D R,RICHESON J A,HEBL M R,et al.It does not have to be uncomfortable:the role of behavioral scripts in Black-White interracial interactions[J].Journal of Applied Psychology,2009,94(6):1382-1393.
[45]ZOHAR D,LURIA G.Climate as a social-cognitive construction of supervisory safety practices:scripts as proxy of behavior patterns[J].Journal of Applied Psychology,2004,89(2):322-333.
[46]GARDNER W L,COGLISER C C,DAVIS K M,et al.Authentic leadership:a review of the literature and research agenda[J].The Leadership Quarterly,2011,22(6):1120-1145.
[47]ADAIR W L,BUCHAN N R,CHEN X P.Conceptualizing culture as communication in management and marketing research[M]//NAKATA C.Beyond Hofstede:Cultural frameworks for global marketing and management.London:Palgrave Macmillan,2009:146-180.
[48]ADAIR W L,BUCHAN N R,CHEN X P.The meaning of context in communication:reconceptualization and scale development[R].San Diego:Michigan State University,2009.
[49]BUCHAN N R,ADAIR W,CHEN X.Navigating international negotiations:a communications and social interaction style (CSIS) framework[M]//BENOLIEL M.Negotiation excellence:successful deal making.Singapore:World Scientific Publishing,2011:271-292.
[50]DE LUQUE M F S,SOMMER S M.The impact of culture on feedback-seeking behavior:an integrated model and propositions[J].Academy of Management Review,2000,25(4):829-849.
[51]WARD A K,RAVLIN E C,KLAAS B S,et al.When do high-context communicators speak up?Exploring contextual communication orientation and employee voice[J].Journal of Applied Psychology,2016,101(10):1498-1511.
[52]HORNBY R.Prelude to Suez[M].London:Amberley Publishing Holdings Limited,2010:76-91.
[53]WALKER J,SLEAR S.The impact of principal leadership behaviors on the efficacy of new and experienced middle school teachers[J].NASSP Bulletin,2011,95(1):46-64.
[54]SULLIVAN J J.Three roles of language in motivation theory[J].Academy of Management Review,1988,13(1):104-115.
[55]MURRAY K.The Language of Leaders:how top CEOs communicate to inspire,influence and achieve results[M].London:Kogan Page Limited,2013:67-80.
[56]RABIUL M K,YEAN T F.Leadership styles,motivating language,and work engagement:an empirical investigation of the hotel industry[J].International Journal of Hospitality Management,2021,92(1):1-10.
[57]BINYAMIN G,BRENDER-ILAN Y.Leaders’s language and employee proactivity:enhancing psychological meaningfulness and vitality[J].European Management Journal,2018,36(4):463-473.
[58]JIANG L,JOHN L K,BOGHRATI R,et al.Fostering perceptions of authenticity via sensitive self-disclosure[J].Journal of Experimental Psychology:Applied,2022,28(4):898-915.
[59]DE CREMER D,VAN DIJKE M,MAYER D M.Cooperating when “you” and “I” are treated fairly:the moderating role of leader prototypicality[J].Journal of Applied Psychology,2010,95(6):1121-1133.
[60]ROBINS R W,HENDIN H M,TRZESNIEWSKI K H.Measuring global self-esteem:construct validation of a single-item measure and the Rosenberg Self-Esteem Scale[J].Personality and Social Psychology Bulletin,2001,27(2):151-161.
[61]ORTH U,EROL R Y,LUCIANO E C.Development of self-esteem from age 4 to 94 years:a meta-analysis of longitudinal studies[J].Psychological Bulletin,2018,144(10):1045-1080.
[62]RODGERS R F,WERTHEIM E H,PAXTON S J,et al.Enhancing body image through body positive social media-evidence to date and research directions[J].Body Image,2022,41(1):367-374.
[63]GOODWIN G P,PIAZZA J,ROZIN P.Moral character predominates in person perception and evaluation[J].Journal of Personality and Social Psychology,2014,106(1):148-168.
[64]WALDMAN D A,RAMIREZ G G,HOUSE R J,et al.Does leadership matter?CEO leadership attributes and profitability under conditions of perceived environmental uncertainty[J].Academy of Management Journal,2001,44(1):134-143.
[65]MOORE C,LEE S Y,KIM K,et al.The advantage of being oneself:the role of applicant self-verification in organizational hiring decisions[J].Journal of Applied Psychology,2017,102(11):1493-1513.
[66]黄爱华,黄卉卉,刘文,等.社交媒体使用、知识获取与员工合作行为[J].华南理工大学学报(社会科学版),2021(3):45-57.
[67]周浩,龙立荣.共同方法偏差的统计检验与控制方法[J].心理科学进展,2004(6):942-950.
[68]IMAM H,NAQVI M B,NAQVI S A,et al.Authentic leadership:unleashing employee creativity through empowerment and commitment to the supervisor[J].Leadership & Organization Development Journal,2020,41(6):847-864.
[69]马苓,赵曙明,陈昕.真实型领导对雇佣关系氛围及员工敬业度的影响——组织文化的调节作用[J].管理评论,2020(2):218-231.
[70]梁阜,牛晨晨,孟香香.真实型领导对亲组织非伦理行为的影响:一个被调节的中介作用模型[J].经济与管理评论,2020(4):65-76.
[71]张蕾,于广涛,周文斌.真实型领导对下属真实型追随的影响——基于认同中介和组织政治知觉调节作用的研究[J].经济管理,2012(10):97-106.
[72]YUAN C Y,CHEN C Y,FEI Y M,et al.Workplace ostracism and prosocial service behaviours:the role of work engagement[J].Current Issues in Tourism,2022,25(16):2665-2678.
[73]DE CREMER D.Charismatic leadership and cooperation in social dilemmas:a matter of transforming motives?[J].Journal of Applied Social Psychology,2002,32(5):997-1016.
基本信息:
DOI:10.14134/j.cnki.cn33-1336/f.2024.02.002
中图分类号:F272.92
引用信息:
[1]李成彦,黄崇蓉,孙柳琦.领导的真诚能促进员工的合作吗?基于行为剧本理论视角[J].商业经济与管理,2024,No.388(02):17-29.DOI:10.14134/j.cnki.cn33-1336/f.2024.02.002.
基金信息:
国家自然科学基金面上项目“社会网络视角的团队情绪智力:测量、形成及其效应”(71971141)
2025-11-17
2025
2025-11-17
2025-11-17
2025
0
2024-02-15
2024-02-15