从谏如流,焕发新颜:领导纳谏行为对团队结果的影响

摘要/Abstract

摘要： 领导纳谏与否决定着员工建言效能的发挥,影响着组织的活力涌现和健康运转,但既有研究未对领导纳谏行为的影响效应进行充分讨论。通过对112个团队的402名团队成员进行问卷调查,基于社会信息加工视角,本文探究了领导纳谏行为的团队层后果(团队繁荣和团队创新行为),并通过构建被调节的中介模型,考察领导纳谏行为影响效应的传导机制和边界条件。研究结果表明,领导纳谏行为正向影响团队繁荣和团队创新行为;团队效能感在领导纳谏行为与团队繁荣间起部分中介作用,在领导纳谏行为与团队创新行为间起完全中介作用;授权型领导在领导纳谏行为与团队效能感间具有正向调节效应,并强化了团队效能感的中介作用。

关键词: 领导纳谏行为, 团队繁荣, 团队创新行为, 授权型领导, 团队效能感

Abstract: With the spread of the COVID-19, the external environment of enterprises has become more turbulent, which requires enterprises to take on board the voice from their employees to accurately identify risks and opportunities, and make rapid responses, so as to maintain creative vitality and improve organizational flexibility. Whether the voice from the employees can take effect depends on whether the leaders are willing to accept the advice. As a result, many organizations at home and abroad have been improving the channels for employees to offer suggestions, encouraging employees to speak up and urging leaders to actively accept advice so that the employees' voice can be incubated and implemented. However, current research has not examined the impact of leaders' voice-taking behavior in depth, nor has it explored what team outcomes result from leader voice-taking behavior. It is still a ‘black box’ as to how leader voice-taking behavior affects the work status and the behavior of the team.
To address this problem, this study introduces collective thriving at work and team innovation behavior to investigate the team-level consequences of leader voice-taking behavior based on social information processing theory, and examines the transmission mechanism (team efficacy) and the boundary condition (empowering leadership) of effects of leader voice-taking behavior by constructing a moderated mediation model. By analyzing the paired data from 112 team leaders and 402 team members, this study generates the following findings. Leader voice-taking behavior affects collective thriving at work positively and significantly; leader voice-taking behavior affects team innovation behavior positively and significantly; team efﬁcacy partially mediates the relationship between leader voice-taking behavior and collective thriving at work,and completely mediates the relationship between leader voice-taking behavior and team innovation behavior;empowering leadership positively moderates the relationship between leader voice-taking behavior and team efﬁcacy on the one hand, and positively moderates mediating effect of team efficacy on the other hand. That is to say, a high level of empowering leadership enhances the mediating effect of team efficacy and facilitates the transmission of impact of leader voice-taking behavior.
The theoretical contributions of this study are as follows. First, this paper expands the understanding of impact of leader voice-taking behavior. The current discussion on the results of leader voice-taking behavior is not sufficient, and is mostly confined to superficial perceptions such as employee voice behavior or willingness to voice. This paper explores the impact of leader voice-taking behavior on collective thriving at work and team innovation behavior and its transmission mechanism (team efficacy) through the lens of social information processing. This contributes to the accumulation of knowledge about the influence effect of leader voice-taking behavior and suggests that scholars can explore the influence effect of the leader voice-taking behavior in depth.
Second, this paper strengthens the exploration of boundary conditions of leader voice-taking behavior. There is insufficient study to demonstrate the organizational outcomes of the response to employees' voice in the academic circle, which restricts the exploration of boundary conditions of leader voice-taking behavior. By introducing the contextual variable of empowering leadership, this study explores the differential effects of leader voice-taking behavior on team efficacy at different levels of empowerment, and finds that empowering leadership provides team members with abundant information about the work environment, helping them to interpret the social cues conveyed by leader voice-taking behavior and promoting the transmission and transformation of the influence effect of leader voice-taking behavior.
Finally, the research level of thriving at work has been enriched through this examination. Existing studies focus more on the exploration of the formation mechanism of thriving at work of employees and pay insufficient attention to collective thriving at work of teams. This paper examines the effect of leader voice-taking behavior on collective thriving at work from the perspective of social information processing. This inherits and develops the socially embedded model of thriving at work, explores the formation mechanism of collective thriving at work, and provides a reference for the subsequent investigation of emergence mechanism of organizational thriving at work.

Key words: Leader Voice-Taking Behavior, Collective Thriving at Work, Team Innovation Behavior, Empowering Leadership, Team Efficacy

中图分类号:

F272.92

宗树伟, 韩翼. 从谏如流,焕发新颜:领导纳谏行为对团队结果的影响[J]. 财经论丛, 2022, 38(5): 89-100.

ZONG Shuwei, HAN Yi. Active Voice-Taking Behavior Will Bring Positive Effects: The Influence of Leader Voice-Taking Behavior on Team Outcomes[J]. Collected Essays on Finance and Economics, 2022, 38(5): 89-100.

参考文献

[1] Bryce C., Ring P., Ashby S., et al. Resilience in the Face of Uncertainty: Early Lessons from the COVID-19 Pandemic[J]. Journal of Risk Research, 2020, 23(7-8): 880-887.
[2] Grant A. M. Rocking the Boat but Keeping It Steady: The Role of Emotion Regulation in Employee Voice[J]. Academy of Management Journal,2013, 56(6): 1703-1723.
[3] 章凯, 时金京, 罗文豪. 建言采纳如何促进员工建言: 基于目标自组织视角的整合机制[J]. 心理学报, 2020, 52(2): 229-239.
[4] Janssen O., Gao L. Supervisory Responsiveness and Employee Self-Perceived Status and Voice Behavior[J]. Journal of Management, 2015, 41(7): 1854-1872.
[5] Saunders D. M., Sheppard B. H., Knight V., et al. Employee Voice to Supervisors[J]. Employee Responsibilities and Rights Journal, 1992, 5(3): 241-259.
[6] Spreitzer G., Sutcliffe K., Dutton J., et al. A Socially Embedded Model of Thriving at Work[J]. Organization Science, 2005, 16(5): 537-549.
[7] Walumbwa F. O., Muchiri M. K., Misati E., et al. Inspired to Perform: A Multilevel Investigation of Antecedents and Consequences of Thriving at Work[J]. Journal of Organizational Behavior, 2018, 39(3): 249-261.
[8] Spreitzer G., Porath C. L., Gibson C. B. Toward Human Sustainability: How to Enable More Thriving at Work[J]. Organizational Dynamics, 2012, 41(2): 155-162.
[9] Tu M., Cheng Z. H., Liu W. Spotlight on the Effect of Workplace Ostracism on Creativity: A Social Cognitive Perspective[J]. Frontiers in Psychology, 2019, 10(2): 1-9.
[10] 王洪青, 肖久灵. 职场排斥对创造力的影响: 基于工作需求-资源模型的日记研究[J]. 财经论丛, 2021, (5): 92-101.
[11] Yang F., Qian J., Liu J., et al. Bridging the Gap: How Supervisors' Perceptions of Guanxi HRM Practices Influence Subordinates' Work Engagement[J]. Applied Psychology, 2018, 67(4): 589-616.
[12] Rego A., Owens B., Leal S., et al. How Leader Humility Helps Teams to Be Humbler, Psychologically Stronger, and More Effective: A Moderated Mediation Model[J]. The Leadership Quarterly, 2017, 28(5): 639-658.
[13] 刘小禹, 刘军. 公平与领导理论视角的团队创新绩效研究[J]. 科研管理, 2013, 34(12): 100-109.
[14] 李方君, 祁婷婷. 员工建言能提高工作绩效吗?建言采纳与自我效能感的作用[J]. 中国人力资源开发, 2017, 34(8): 71-82.
[15] Zhu X., Law K. S., Sun C., et al. Thriving of Employees with Disabilities: The Roles of Job Self-Efficacy, Inclusion, and Team-Learning Climate[J]. Human Resource Management, 2019, 58(1): 21-34.
[16] Liu J., Liu X., Zeng X. Does Transactional Leadership Count for Team Innovativeness? The Moderating Role of Emotional Labor and the Mediating Role of Team Efficacy[J]. Journal of Organizational Change Management, 2011, 24(3): 282-298.
[17] Gao L., Janssen O., Shi K. Leader Trust and Employee Voice: The Moderating Role of Empowering Leader Behaviors[J]. The Leadership Quarterly, 2011, 22(4): 787-798.
[18] Chen Y. S., Wang L., Liu X., et al. The Trickle-Down Effect of Leaders' Pro-Social Rule Breaking: Joint Moderating Role of Empowering Leadership and Courage[J]. Frontiers in Psychology, 2018, 9(1): 1-9.
[19] Keister A. C. C. Thriving Teams and Change Agility: Leveraging a Collective State to Create Organization Agility[J]. Research in Organizational Change and Development, 2014, 22(1): 299-333.
[20] Salancik G. R., Pfeffer J. A. Social Information Processing Approach to Job Attitudes and Task Design[J]. Administrative Science Quarterly, 1978, 23(2): 224-253.
[21] Detert J. R., Burris E. R. Leadership Behavior and Employee Voice: Is the Door Really Open?[J]. Academy of Management Journal, 2007, 50(4): 869-884.
[22] Whiting S. W., Maynes T. D., Podsakoff N. P., et al. Effects of Message, Source, and Context on Evaluations of Employee Voice Behavior[J]. Journal of Applied Psychology, 2012, 97(1): 159-182.
[23] Tangirala S., Ramanujam R. Ask and You Shall Hear (but Not Always): Examining the Relationship between Manager Consultation and Employee Voice[J]. Personnel Psychology, 2012, 65(2): 251-282.
[24] Van Quaquebeke N., Felps W. Respectful Inquiry: A motivational Account of Leading through Asking Open Questions and Listening[J]. Academy of Management Review, 2018, 43(1): 5-27.
[25] 韩翼, 刘庚, 宗树伟. 计划行为视角下领导纳谏行为整合模型构建研究[J]. 管理学报, 2021, 18(8): 1166-1174.
[26] Chen L., Zhang Z. D., Jia W. T. When and Why Leaders' Helping Behavior Promotes Employees' Thriving: Exploring the Role of Voice Behavior and Perceived Leader's Role Overload[J]. Frontiers in Psychology, 2020, 11(9): 1-13.
[27] Bandura A. Self-Efficacy: Toward a Unifying Theory of Behavioral Change[J]. Psychological Review, 1977, 84(2): 191-215.
[28] 吴隆增, 刘军, 梁淑美, 等. 辱虐管理与团队绩效: 团队沟通与集体效能的中介效应[J]. 管理评论, 2013, 25(08): 151-159.
[29] Katz-Navon T. Y., Erez M. When Collective and Self-Efficacy Affect Team Performance: The Role of Task Interdependence[J]. Small Group Research, 2005, 36(4): 437-465.
[30] 薛会娟. 研发团队中的效能感与创造力的关系——跨层次研究[J]. 南开管理评论, 2013, 16(5): 71-76.
[31] Bhave D. P., Kramer A., Glomb T. M. Work-Family Conflict in Work Groups: Social Information Processing, Support, and Demographic Dissimilarity[J]. Journal of Applied Psychology, 2010, 95(1): 145-158.
[32] Ahearne M., Mathieu J., Rapp A. To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance[J]. Journal of Applied Psychology, 2005, 90(5): 945-955.
[33] Harris T. B., Li N., Boswell W. R., et al. Getting What's New from Newcomers: Empowering Leadership, Creativity, and Adjustment in the Socialization Context[J]. Personnel Psychology, 2014, 67(3): 567-604.
[34] 向姝婷, 赵锴, 宁南. “赋能”还是“负担”？领导者授权行为对员工工作行为影响的双刃剑效应探究[J]. 心理科学进展, 2020, 28(11): 1814-1835.
[35] Ali M., Lei S., Jie Z. S., et al. Empowering Leadership and Employee Performance: A Mediating Role of Thriving at Work[J]. International Journal of Asian Business and Information Management, 2018, 9(2): 1-14.
[36] Li M., Liu W., Han Y., et al. Linking Empowering Leadership and Change-Oriented Organizational Citizenship Behavior[J]. Journal of Organizational Change Management, 2016, 29(5): 732-750.
[37] Amundsen S., Martinsen Ø . L. Empowering Leadership: Construct Clarification, Conceptualization, and Validation of a New Scale[J]. The Leadership Quarterly, 2014, 25(3): 487-511.
[38] Jia J., Yan J., Jahanshahi A. A., et al. What Makes Employees More Proactive? Roles of Job Embeddedness, the Perceived Strength of the HRM System and Empowering Leadership[J]. Asia Pacific Journal of Human Resources, 2020, 58(1): 107-127.
[39] Luthans F., Avolio B. J., Avey J. B., et al. Positive Psychological Capital: Measurement and Relationship with Performance and Satisfaction[J]. Personnel Psychology, 2007, 60(3): 541-572.
[40] Porath C., Spreitzer G., Gibson C., et al. Thriving at Work: Toward Its Measurement, Construct Validation, and Theoretical Refinement[J]. Journal of Organizational Behavior, 2012, 33(2): 250-275.
[41] Zacher H., Wilden R G. A Daily Diary Study on Ambidextrous Leadership and Self-Reported Employee Innovation[J]. Journal of Occupational and Organizational Psychology, 2014, 87(4): 813-820.
[42] 卫武, 赵鹤. 团队时间领导与团队创新行为: 基于团队从工作中的心理解脱视角[J]. 南开管理评论, 2018, 21(4): 39-49.
[43] 刘伟国, 房俨然, 施俊琦, 等. 领导创造力期望对团队创造力的影响[J]. 心理学报, 2018, 50(6): 667-677.
[44] Little T. D., Rhemtulla M., Gibson K., et al. Why the Items versus Parcels Controversy Needn't Be One[J]. Psychological Methods, 2013, 18(3): 285-300.
[45] 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.
[46] Edwards J. R., Lambert L. S. Methods for Integrating Moderation and Mediation: A General Analytical Framework Using Moderated Path Analysis[J]. Psychological Methods, 2007, 12(1): 1-22.