| 797 | 18 | 84 |
| 下载次数 | 被引频次 | 阅读次数 |
虽然有助于减少组织不道德行为,但源于各种担心和顾虑,致使人们往往对揭发行为持比较消极的态度。文章从社会学习等理论视角对中国情境下伦理型领导如何影响员工揭发意愿进行了探讨。基于339份调查数据的实证分析结果表明,伦理型领导正向影响员工的揭发意愿,道德勇气正向影响揭发意愿,责任分散负向影响揭发意愿,道德勇气和责任分散在伦理型领导与揭发意愿关系中分别具有部分中介效应。最后,对研究结论、意义、不足与未来研究方向进行了讨论。
Abstract：Although whistle blowing can reduce employees' immoral behaviors,but individual always hold a negative attitude to it because of various worries. How ethical leadership influence employees' whistle blowing intentions in China's context is explored from the perspective of social learning theory etc. An analysis of results of investigation data of 339 samples reveal that ethnical leadership has a positive effect on the whistle blowing intentions of employees; moral courage positively influences the whistle blowing intentions; diffusion of responsibility has a negative effect on whistle blowing intentions; moral courage and diffusion of responsibility have part mediating effect on the relationship between ethnical leadership and whistle blowing intentions. Finally,the conclusion,significance and defect of the research and the future research directions are discussed in this paper.
[1]MAYER D M,NURMOHAMED S,TREVINO L K,et al.Encouraging Employees to Report Unethical Conduct Internally:It Takes a Village[J].Organizational Behavior and Human Decision Processes,2013,121(1):89-103.
[2]NEAR J P,MICELI M P.Organizational Dissidence:The Case of Whistle Blowing[J].Journal of Business Ethics,1985,4(1):1-16.
[3]刘燕,赵曙明,蒋丽.组织中的揭发行为:决策过程及多层次的理论框架[J].心理科学,2014,37(2):460-467.
[4]MICELI M P,NEAR J P.Relationship among Value Congruence,Perceived Victimization,and Retaliation Against WhistleBlowers[J].Journal of Management,1994,20(4):773-794.
[5]MESMER-MAGNUS J R,VISWESVARAN C.Whistle Blowing in Organizations:An Examination of Correlates of Whistle blowing Intentions,Actions,and Retaliation[J].Journal of Business Ethics,2005,62(3):277-297.
[6]BHAL K T,DAAHICH A.Impact of Ethical Leadership and Leader-member Exchange on Whistle Blowing:The Moderating Impact of The Moral Intensity of The Issue[J].Journal of Business Ethics,2011,103(3):485-496.
[7]GUNDLACH M J,DOUGLAS S C,MARTINKO M J.The Decision to Blow the Whistle:A Social Information Processing Framework[J].Academy of Management Review,2003,28(1):107-123.
[8]BROWN M E,TREVINO L K,HARRISON D A.Ethical Leadership:A Social Learning Perspective for Construct Development and Testing[J].Organizational Behavior and Human Decision Processes,2005,97(2):117-134.
[9]TREVINO L K,HARTMAN L P,BROWN M.Moral Person and Moral Manager:How Executives Develop a Reputation for Ethical Leadership[J].California Management Review,2000,42(4):128-142.
[10]TREVINO L K,WEAVER G R,REYNOLDS S J.Behavior Ethics in Organization:A Review[J].Journal of Management,2006,32(6):951-990.
[11]TREVINO L K,BROWN M,HARTMAN L P.A Qualitative Investigation of Perceived Executive Ethical Leadership:Perceptions from Inside and Outside the Executive Suite[J].Human Relations,2003,56(1):5-37.
[12]MICELI M P,NEAR J P.What Makes Whistle-Blowers Effective?Three Field Studies[J].Human Relations,2002,55(4):455-479.
[13]VAN DYNE L,LEPINE J A.Helping and Voice Extra-role Behaviors:Evidence of Construct and Predictive Validity[J].Academy of Management Journal,1998,41(1):108-119.
[14]BROCKNER J,SIEGEL P A,DALY J P,et al.When Trust Matters:The Moderating Effect of Outcome Favorability[J].Administrative Science Quarterly,1997,42(3):558-583.
[15]GRAHAM J W.Principles Organizational Dissent:A Theoretical Essay[C]//CUMMINGS L L,STAW B M.Research in Organizational Behavior.Greenwich,CT:JAI Press,1986:1-52.
[16]WALUMBWA F O,SCHAUBROECK J.Leader Personality Traits And Employee Voice Behavior:Mediating Roles Of Ethical Leadership And Work Group Psychology Safety[J].Journal of Applied Psychology,2009,94(5):1275-1286.
[17]MAY D R,CHAN A Y L,HODGES T D,et al.Developing the Moral Component of Authentic Leadership[J].Organizational Dynamics,2003,32(3):247-260.
[18]KIDDER R M.Moral Courage[M].New York:William Morrow,2003:23-56.
[19]HANNAH S T,AVOLIO B J.Moral Potency:Building the Capacity for Character-based Leadership[J].Consulting Psychology Journal:Practice and Research,2010,62(4):291-310.
[20]BANDURA A.Social Cognitive Theory:An Agentic Perspective[J].Annual Review of Psychology,2001,52(1):1-26.
[21]LESTER P B,VOGELGESANG G,HANNAH S T,et al.Developing Courage in Followers:Theoretical and Applied Perspectives[C]//PURY C,LOPEZ S.The Psychology of Courage:Modern Research on an Ancient Virtue.Washington,DC:APA,2010:210-245.
[22]WALUMBWA F O,MAYER D M,WANG P,et al.Linking Ethical Leadership to Employee Performance:The Roles of Leadermember Exchange,Self-efficacy,and Organizational Identification[J].Organizational Behavior and Human Decision Processes,2011,115(1):204-213.
[23]HANNAH S T,AVOLIO B J,WALUMBWA F O.Relationship between Authentic Leadership,Moral Courage,and Ethical and Pro-Social Behaviors[J].Business Ethics Quarterly,2011a,21(4):555-578.
[24]王端旭,赵君.伦理型领导影响员工非伦理行为的中介机制研究[J].现代管理科学,2013(6):20-22.
[25]HANNAH S T,AVOLIO B J,MAY D R.Moral Maturation and Moral Conation:A Capacity Approach to Explaining Moral Thought and Action[J].Academy of Management Review,2011b,36(4):663-685.
[26]BOUVILLE M.Whistle-Blowing and Morality[J].Journal of Business Ethics,2008,81(3):579-585.
[27]DOZIER J B,MICELI M P.Potential Predictors of Whistle-Blowing:A Prosocial Behavior Perspective[J].Academy of Management Review,1985,10(4):823-836.
[28]ROTHSCHILD J,MIETHE T D.Whistle-blower Disclosures and Management Retaliation:The Battle to Control Information about Organization Corruption[J].Work and Occupations,1999,26(1):107-128.
[29]梁建.道德领导与员工建言:一个调节-中介模型的构建与检验[J].心理学报,2014,46(2):252-264.
[30]DARLEY J M,LATANE B.Bystander Intervention in Emergencies:Diffusion of Responsibility[J].Journal of Personality and Social Psychology,1968,8(4):377-383.
[31]BANDURA A,BARBARANELLI C,CAPRARA G V.Mechanisms of Moral Disengagement in The Exercise of Moral Agency[J].Journal of Personality and Social Psychology,1996,71(2):364-374.
[32]WALUMBWA F O,MORRISON E W,CHRISTENSEN A L.Ethical Leadership and Group In-Role Performance:The Mediating Roles of Group Conscientiousness and Group Voice[J].The Leadership Quarterly,2012,23(5):953-964.
[33]AVEY J B,WERNSING T S,PALANSKI M E.Exploring The Process of Ethical Leadership:The Mediating Role of Employee Voice and Psychological Ownership[J].Journal of Business Ethics,2012,107(1):21-34.
[34]DEN HARTOG D N,BELSCHAK F D.Work Engagement and Machiavellianism in the Ethical Leadership Process[J].Journal of Business Ethics,2012,107(1):35-47.
[35]TREVINO L K,VICTOR B.Peer Reporting of Unethical Behavior:A Social Context Perspective[J].Academy of Management Journal,1992,35(1):38-64.
[36]CROPANZANO R,MITCHELL M S.Social Exchange Theory:An Interdisciplinary Review[J].Journal of Management,2005,31(6):874-900.
[37]PARK H,REHG M T,LEE D.The Influence of Confucian Ethics and Collectivism on Whistle Blowing Intentions:A Study of South Korean Public Employees[J].Journal of Business Ethics,2005,58(4):387-403.
[38]BARON R M,KENNY D A.The Moderator-Mediator Variable Distinction in Social Psychological Research:Conceptual,Strategic and Statistical Considerations[J].Journal of Personality and Social Psychology,1986,51(6):1173?1182.
[39]莫申江,王重鸣.国外伦理型领导研究前沿探析[J].外国经济与管理,2010,32(2):32-37.
[40]张笑峰,席酉民.伦理型领导:起源、维度、作用与启示[J].管理学报,2014,11(1):142-148.
基本信息:
DOI：10.14134/j.cnki.cn33-1336/f.2016.03.006
中图分类号:F272.92
引用信息:
[1]张永军.敢做还是要做:伦理型领导对员工揭发意愿的影响[J].商业经济与管理,2016,No.293(03):56-64.DOI:10.14134/j.cnki.cn33-1336/f.2016.03.006.
基金信息:
国家自然科学基金-河南省联合基金项目“伦理型领导对员工反生产行为的影响机制研究:多层次视角”(U1304704); 中国博士后科学基金项目“中国情境下伦理型领导对反生产行为的多层次影响机制”(2014M560600); 教育部人文社会科学研究项目“团队授权对员工非伦理行为的作用机制及内部披露的影响因素研究”(10YJC630386)
2016-03-15
2016-03-15