员工向上管理对领导授权行为的影响机制研究

摘要/Abstract

摘要： 环境的高度不确定性往往促使领导及时调整工作需求和任务设计,员工为了更加高效地完成领导布置的工作任务需积极开展向上管理。已有文献关注了向上管理对主体行动者(员工)的影响,但鲜有文献探讨其对行为接受者(领导)的影响。基于相似吸引理论,本文探讨员工向上管理对领导授权行为的影响及其发生机制和边界条件,采用多时点、多来源方法收集303名领导-下属配对数据,并使用层级回归分析数据。结果表明:员工向上管理正向影响领导授权行为;感知深层次差异在员工向上管理与领导授权行为之间发挥部分中介作用;领导权力距离调节员工向上管理与感知深层次差异之间的负向关系,并调节员工向上管理通过感知深层次差异对领导授权行为产生的间接影响。本研究不仅丰富了员工向上管理的影响研究,而且拓展了领导授权行为的影响因素,为员工如何获取领导授权提供了实践启示。

关键词: 员工向上管理, 感知深层次差异, 领导授权行为, 领导权力距离

Abstract: The high uncertainty of the environment often leads to the need for managers to adjust the work needs and task design in time. At this time, In order to efficiently and better complete the work tasks assigned by the leader, the employees need to actively invest in managing boss. Existing literature has only focused on the impact of employee managing boss on the main actors (employees), without paying attention to how it affects the behavioral recipients (leaders). Based on the similarity attraction theory, this study explores the impact of employee managing boss on leader empowering behavior, as well as the underlying mechanism and boundary condition. The data from 303 supervisor-subordinate dyads were selected by using the time-lagged and multi-source method, and hierarchical regression analysis was used to analyze the data. The research results show that employee managing boss exerts a significantly positive influence on leader empowering behavior; employee managing boss is negatively related to perceived deep-level dissimilarity, and perceived deep-level dissimilarity is negatively related to leader empowering behavior; perceived deep-level dissimilarity partially mediated the relationship between employee managing boss and leader empowering behavior. Furthermore, power distance of supervisor moderates the relationship of employee managing boss and perceived deep-level dissimilarity, and also moderates the indirect effect of employee managing boss on leader empowering behavior through perceived deep-level dissimilarity. Therefore, on one hand, the results of the study not only help to enrich academic understanding of leader empowering behavior’ antecedents, but also enhance academic understanding of the impact of managing your boss; on the other hand, the results of the study not only enrich the impact of employee managing boss, but also expand the influencing factors of leader empowering behavior, which points the way for employees to obtain leadership empowerment.

Key words: Employee Managing Boss, Perceived Deep-level Dissimilarity, Leader Empowering Behavior, Power Distance of Supervisor

中图分类号:

F272.92

叶存军, 沈鸿, 李进生, 董译升. 员工向上管理对领导授权行为的影响机制研究[J]. 财经论丛, 2025, 41(9): 113-124.

YE Cunjun, SHEN Hong, LI Jinsheng, DONG Yisheng. A Study on the Influential Mechanism of Employee Managing Boss on Leader Empowering Behavior[J]. Collected Essays on Finance and Economics, 2025, 41(9): 113-124.

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