伦理领导影响员工工作结果的“滴漏模型”——关怀型伦理氛围的调节作用

摘要/Abstract

摘要： 本研究基于“滴漏效应”视角,构建一个跨层次被调节的中介作用模型,以探讨伦理领导对员工工作结果的影响机制及边界条件。通过上海五家高新技术企业团队的222名员工及74名直接领导的配对数据进行实证分析,研究结果表明:中层伦理领导在高层伦理领导和员工公民绩效的正向关系间起着中介作用;关怀型伦理氛围对高层伦理领导与中层伦理领导的关系以及高层伦理领导通过中层伦理领导影响员工公民绩效的间接效应均具有负向调节作用;高层伦理领导提升员工任务绩效的假设未得到支持。研究结论对发挥伦理领导的积极作用、提升员工工作结果提供了有益借鉴。

关键词: 伦理领导, 滴漏模型, 关怀型伦理氛围, 任务绩效, 公民绩效

Abstract: Based on the perspective of the trickle-down effect, this paper builds a multilevel moderated mediation model to analyze the relationship between the ethical leadership and employees' work performance and its boundary. With the empirical test of data on 222 employees and 74 supervisors from 5 high-tech enterprises in Shanghai, the research generates the following findings: the middle-level ethical leadership mediates the positive relationship between the high-level ethical leadership and employees' citizenship performance; the caring ethical climate negatively moderates the relationship between the high-level ethical leadership and the middle-level ethical leadership and also negatively moderates the indirect role of the middle-level ethical leadership; hypotheses concerning the relationship between the high-level ethical leadership and the task performance are not supported by the data. These results have important implication for enhancing the positiverole of the ethical leadership and improving employees' work performance.

Key words: Ethical Leadership, Trickle-down Model, Caring Ethical Climate, Task Performance, Citizenship Performance

中图分类号:

F272.2

魏峰, 王艺霏, 李然. 伦理领导影响员工工作结果的“滴漏模型”——关怀型伦理氛围的调节作用[J]. 财经论丛, 2019, 35(11): 91-101.

WEI Feng, WANG Yifei, LI Ran. A Trickle-down Impact of Ethical Leadership on Employees' Job Outcomes ——Moderating Role of Caring Ethical Climate[J]. , 2019, 35(11): 91-101.

参考文献

[1] 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.
[2] Piccolo R.F., Greenbaum R., Hartog D.N., et al. The Relationship Between Ethical Leadership and Core Job Characteristics[J]. Journal of Organizational Behavior,2010,31(2-3):259-278.
[3] 芦青,宋继文,夏长虹.道德领导的影响过程分析:一个社会交换的视角[J]. 管理学报,2011,8(12):1802-1812.
[4] Byun G., Karau S.J., Dai Y., et al. A Three-level examination of the Cascading Effects of Ethical Leadership on Employee Outcomes: A Moderated Mediation Analysis[J]. Journal of Business Research,2018,88:44-53.
[5] Presbitero A., Teng-Calleja M. Ethical Leadership, Team Leader's Cultural Intelligence and Ethical Behavior of Team Members[J]. Personnel Review,2019,48(5):1381-1392.
[6] Paterson T.A., Huang L. Am I Expected to Be Ethical? A Role-definition Perspective of Ethical Leadership and Unethical Behavior[J]. Journal of Management,2019,45(7):2837-2860.
[7] Velez M.J., Neves P.Shaping Emotional Reactions to Ethical Behaviors: Proactive Personality as a Substitute for Ethical Leadership[J]. Leadership Quarterly,2018,29(6):663-673.
[8] Cheng J., Bai H., Yang X. Ethical Leadership and Internal Whistleblowing: A Mediated Moderation Model[J]. Journal of Business Ethics,2019,155(1):115-130.
[9] Goswami A.K., Agrawal R.K. Influence of Ethical Leadership on Employee Learning Orientation: Evidence from Academics[J]. Development and Learning in Organizations,2019,33(3):13-15.
[10] Ahmad I., Donia M.B.L., Khan A., et al. Do as I Say and Do as I Do? The Mediating Role of Psychological Contract Fulfillment in the Relationship Between Ethical Leadership and Employee Extra-role Performance[J]. Personnel Review,2019,48(1):98-117.
[11] Moss S.E., Song M., Hannah S.T., et al. The duty to improve oneself: how duty orientation mediates the relationship between ethical leadership and followers' feedback-seeking and feedback-avoiding behavior[J]. Journal of Business Ethics,2019:1-17.
[12] Men C., Fong P.S.W., Huo W., et al. Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate[J]. Journal of Business Ethics,2018:1-12.
[13] Ahmad I., Waheed A.U. The Impact of Ethical Leadership Style on Job Satisfaction[J]. Leadership & Organization Development Journal,2019,40(5):534-547.
[14] Vullinghs J.T., De Hoogh A.H.B., Den Hartog D.N., et al. Ethical and Passive Leadership and Their Joint Relationships with Burnout via Role Clarity and Role Overload[J]. Journal of Business Ethics,2018:1-15.
[15] Wang Z., Xu H. When and for Whom Ethical Leadership is More Effective in Eliciting Work Meaningfulness and Positive Attitudes: The Moderating Roles of Core Self-Evaluation and Perceived Organizational Support[J]. Journal of Business Ethics,2019,156(4):919-940.
[16] Zhang S., Tu Y. Cross-domain Effects of Ethical Leadership on Employee Family and Life Satisfaction: The Moderating Role of Family-supportive Supervisor Behaviors[J]. Journal of Business Ethics,2018,152(4):1085-1097.
[17] Wayne S.J., Hoobler J., Marinova S.V., et al. Abusive Behavior: Trickle-down Effects Beyond the Dyad[J]. Academy of Management,2008,(1):1-6.
[18] Wang Z., Xu H., Liu Y. How Does Ethical Leadership Trickle Down? Test of an Integrative Dual-process Model[J]. Journal of Business Ethics,2018,153(3):691-705.
[19] Mozumder N.A. A Multilevel Trust-based Model of Ethical Public Leadership[J]. Journal of Business Ethics,2018,153(1):167-1.
[20] 高伟明,曹庆仁,许正权.伦理型领导对员工安全绩效的影响:安全氛围和心理资本的跨层中介作用[J]. 管理评论,2018,29(11):116-128.
[21] Jaramillo F., Mulki J.P., Solomon P. The Role of Ethical Climate on Salesperson's Role Stress, Job Attitudes, Turnover Intention, and Job Performance[J]. Journal of Personal Selling and Sales Management,2006,26(3):271-282.
[22] Briggs E., Jaramillo F., Weeks W.A. The Influences of Ethical Climate and Organization Identity Comparisons on Salespeople and Their Job Performance[J]. Journal of Personal Selling and Sales Management,2012,32(4):421-436.
[23] Tepper B.J., Taylor E.C. Relationships Among Supervisors' and Subordinates' Procedural Justice Perceptions and Organizational Citizenship Behaviors[J]. Academy of Management Journal,2003,46(1):97-105.
[24] Aryee S., Chen Z.X., Sun L., et al. Antecedents and Outcomes of Abusive Supervision: Test of a Trickle-down Model[J]. Journal of Applied Psychology,2007,92(1):191-201.
[25] Ruiz P., Ruiz C., Martinez R. Improvingthe “Leader-follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-down Effect on Follower Job Response[J]. Journal of Business Ethics,2011,99(4):587-608.
[26] Schaubroeck J.M., Hannash S.T., Avolio B.J., et al. Embedding Ethical Leadership within and across Organization Levels[J]. Academy of Management Journal,2012,55(5):1053-1078.
[27] Zhang Y., Lepine J.A., Buckman B.B., 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.
[28] Kalshoven K., Boon C.T. Ethical Leadership, Employee Well-being, and Helping: The Moderating Role of Human Resource Management[J]. Journal of Personnel Psychology,2012,11(1):60-68.
[29] 郑晓明,王倩倩.伦理型领导对员工助人行为的影响:员工幸福感与核心自我评价的作用[J]. 科学学与科学技术管理,2016,37(2):149-160.
[30] 李锡元,梁果,付珍.伦理型领导、组织公平和沉默行为——传统性的调节作用[J]. 武汉大学学报(哲学社会科学版),2014,67(1):90-95.
[31] 王雁飞,朱瑜.组织伦理气氛的理论与研究[J]. 心理科学进展,2006,14(2):300-308.
[32] Victor B., Cullen J.B. The Organizational Bases of Ethical Work Climates[J]. Administrative Science Quarterly,1988,33(1):101-125.
[33] Kerr S., Jermier J.M. Substitutes for Leadership: Their Meaning and Measurement[J]. Organizational Behavior and Human Performance,1978,22(3):375-403.
[34] Chen Z.X., Tsui A.S., Farh J.L. Loyalty to Supervisor vs. Organizational Commitment: Relationships to Employee Performance in China[J]. Journal of Occupational Organizational and Psychology,2002,75(3):339-356.
[35] Farh J.L., Earley P.C., Lin S.C. Impetus for Action: A Cultural Analysis of Justice and Organizational Citizenship Behavior in Chinese Society[J]. Administrative Science Quarterly,1997,42(3):421-444.
[36] Dyne L.V., Ang S., Botero I.C. Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs[J]. Journal of Management Studies,2003,40(6):1359-1392.
[37] Bentler P.M., Chou C.P. Practical Issues in Structural Modeling[J]. Sociological Methods and Research,1987,16(1):78-117.
[38] James L.R. Aggregation Bias in Estimates of Perceptual Agreement[J]. Journal of Applied Psychology,1982,67(2):219-229.
[39] Glick W.H. Conceptualizing and Measuring Organizational and Psychological Climate: Pitfalls in Multilevel Research[J]. Academy of Management Review,1985,10(3):601-616.
[40] Hui C.H., Chiu W.C.K., Yu P.L.H., et al. The Effects of Service Climate and the Effective Leadership Behaviour of Supervisors on Frontline Employee Service Quality: A Multi-level Analysis[J]. Journal of Occupational and Organizational Psychology,2007,80(1):151-172.
[41] Selig J.P., Preacher K.J. Monte Carlo Method for Assessing Mediation: An Interactive Tool for Creating Confidence Intervals for Indirect Effects[EB/OL]. http://quantpsy.org/medmc/medmc.htm,2008.
[42] Yam K.C., Fehr R., Burch T.C., et al. Would I Really Make a Difference? Moral Typecasting Theory and Its Implications for Helping Ethical Leaders[J]. Journal of Business Ethics,2018,(5):1-18.
[43] Feng J., Zhang Y., Liu X., et al. Just the Right Amount of Ethics Inspires Creativity: A Cross-level Investigation of Ethical Leadership, Intrinsic Motivation, and Employee Creativity[J]. Journal of Business Ethics,2018,153(3):645-658.
[44] 何静,张永军.中国情境下伦理型领导影响反生产行为的“瀑布模型”:权力距离导向的调节作用[J]. 管理评论,2017,29(8):179-186.