ISSN 0439-755X
CN 11-1911/B

心理学报 ›› 2015, Vol. 47 ›› Issue (9): 1162-1171.doi: 10.3724/SP.J.1041.2015.01162

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  1. (清华大学经济管理学院, 北京 100084)
  • 收稿日期:2014-06-20 发布日期:2015-09-25 出版日期:2015-09-25
  • 通讯作者: 孔茗, E-mail:

Mr. Right & Superman: Effect of Implicit Followership on Employee’s Behaviors

KONG Ming, QIAN Xiaojun   

  1. (School of Economics and Management, Tsinghua University, Beijing 100084, China)
  • Received:2014-06-20 Online:2015-09-25 Published:2015-09-25
  • Contact: KONG Ming, E-mail:


领导者的内隐追随(Leaders’ Implicit Followership Theories, LIFTs)是领导者对员工的特质和行为特征所持有的假设。从内隐追随的视角出发, 有助于更深入分析“领导者和员工如何感知、决策和行动”的领导过程, 是真正从员工出发的视角。本文主要从内隐追随的视角对员工行为的影响因素进行了探讨, 同时检验了领导–成员交换的中介作用及心理授权的调节作用。通过对19家企业的278名员工的分析发现:(1) 领导者积极的内隐追随与员工的角色内行为和组织公民行为显著正相关。(2) 领导–成员交换在领导者积极的内隐追随与员工角色内行为和组织公民行为之间均起到部分中介的作用。(3) 心理授权正向调节了领导–成员交换对领导者积极的内隐追随与员工角色内行为和组织公民行为关系的影响; 更进一步, 心理授权调节了领导–成员交换对领导者积极的内隐追随与角色内行为关系的中介作用。本文的研究结果不仅拓展了内隐理论、认知理论在领导学研究的应用, 而且丰富了社会交换理论的内容。

关键词: 内隐追随, 员工行为, 领导–成员交换, 心理授权


Leaders’ Implicit Followership Theories (LIFTs) are defined as “leaders’ personal assumptions about the traits and behaviors that characterize followers”. It is an extension of implicit leadership theories (ILTs) supported by the social cognitive theory and cognitive information processing theory. From the “followers-centered” perspective, this paper analyzed the leadership process of “how leaders and followers perceive, decide, and act”.

This paper mainly discussed the influence factors on employee’s behaviors from the perspective of implicit followership. The social exchange theory provides a theoretical framework for understanding how employee’s beneficial social exchange with their organizations lead to their positive attitude and behaviors. The study also tests the mediating effect of leader-member exchange (LMX) and the moderating effect of psychological empowerment. It aims to address the following three research questions: (1) Can positive LIFTs affect employee’s behaviors, especially for the In-Role Behavior (IRB) and Organizational Citizenship Behavior (OCB), and how? (2) Can “Mr. Right” be “Superman”? Why and how? (3) Can and how LMX influence the relationship between “Mr. Right” and “Superman”?
Questionnaire surveys of both employees and their leaders in 19 large and medium-sized enterprises located in Beijing, Shenzhen, and Hangzhou were conducted. A total of 480 questionnaires were collected and among which 278 were valid (the efficiency is 57.9%). In order to reduce the common method variance, 2 questionnaire surveys with an interval of two months were conducted. After the CFA, we examined the reliability of the scale and tested the correlation between the variables. Multiple linear regression analyses were carried out based on the data from 278 employees in 19 companies.
The conclusion is that positive LIFTs are positively correlated with employee’s IRB and OCB. Moreover, the results of HRM show that LMX mediated the relationships between positive LIFTs and IRB/OCB. And the moderating effect of psychological empowerment is significant. The results of this study not only extends the application of implicit theory and cognitive theory in the studies on leadership, but also enriched the content of social exchange theory.

Key words: implicit followership, employee’s behavior, leader-member exchange, psychological empowerment