ISSN 0439-755X
CN 11-1911/B

心理学报 ›› 2024, Vol. 56 ›› Issue (5): 630-649.doi: 10.3724/SP.J.1041.2024.00630

• 研究报告 • 上一篇    下一篇


赵锴1(), 俞溪2, 张山杉3   

  1. 1中国人民大学劳动人事学院, 北京 100872
    2罗格斯大学管理与劳动关系学院, 新布朗斯维克 08854, 美国
    3西南财经大学国际商学院, 成都 611130
  • 收稿日期:2022-06-14 发布日期:2024-03-06 出版日期:2024-05-25
  • 通讯作者: 赵锴, E-mail:
  • 基金资助:

Empowerment or ostracism? The consequences of interpersonal interaction between star employee and team leader

ZHAO Kai1(), YU Xi2, ZHANG Shanshan3   

  1. 1School of Labor and Human Resources, Renmin University of China, Beijing 100872, China
    2School of Management and Labor Relations, Rutgers University-New Brunswick, New Brunswick 08854, USA
    3School of International Business, Southwestern University of Finance and Economics, Chengdu 611130, China
  • Received:2022-06-14 Online:2024-03-06 Published:2024-05-25


通过整合社会相互依赖理论及支配补偿理论, 文章构建了一个被调节的间接效应模型, 以阐释明星员工与团队领导的人际互动后果。通过开展1项情境实验和1项问卷调查研究, 结果揭示:(1)下属明星员工身份通过增强团队领导对下属的信任促进领导授权行为, 抑制领导排斥行为; 下属明星员工身份通过增强领导地位威胁感知促进领导排斥行为; (2)下属的支配性强化了其明星员工身份与团队领导地位威胁感知之间的正向关系, 并进一步促进了领导排斥行为。研究结果不仅验证了明星员工与团队领导人际互动的“双刃剑”效应及其边界条件, 启发人们进一步思考如何构建有利于发挥明星员工价值的工作情境, 还丰富了领导授权与排斥行为的前因研究。

关键词: 明星员工, 团队领导, 人际互动, 领导授权, 领导排斥


Star employees can enhance the organizational value creation not only through their direct and disproportionate contribution, but also by their extensive and profound influence on colleagues via interpersonal interaction. Current research primarily focuses on the interpersonal effect of stars on non-star employees; however, investigations into the interpersonal dynamics between star employees and their leaders remain limited. Based on social interdependence theory and dominance complementarity theory, this study built a moderated mediation model to explore the “double-edged sword” mechanisms and boundary condition of the interpersonal interaction of star employees on team leader. We designed a scenario experiment and a field study to test the model.
In the scenario experiment (Study 1), we manipulated “the subordinate’s stardom” (i.e., star or non-star) and “the subordinate’s dominance trait” (i.e., high or low), resulting in a 2 by 2 categories of the scenarios. Data was collected from the participants in an Executive Development Program hosted by a Chinese university through an online questionnaire platform ( The final sample size was 356. The results revealed that: (1) Through the mechanism of leader’s trust in subordinate, the subordinate’s stardom had a positive influence on his or her leader’s empowerment (tendency) and a negative impact on the leader’s ostracism (tendency); via the mechanism of perceived threat to status, the subordinate’s stardom negatively affected his or her leader’s empowerment (tendency) and positively influenced the leader’s ostracism (tendency). (2) The subordinate’s dominance trait moderated the relationship between the subordinate’s stardom and the leader’s perceived threat to status, such that the more dominant of the subordinate, the more likely the leader perceived threat to status caused by the subordinate’s stardom, thus exhibiting less empowerment (tendency) and more ostracism (tendency) toward the subordinate.
To replicate these findings and increase their external validities, we then conducted a multi-source, multi-wave field study. Employees and their direct supervisors from a Chinese new material manufacturing company were invited to participate in our survey. We collected the data at two time points (i.e., a one-month time lag) through another online questionnaire platform ( The paired sample size was 291. Study 2 replicated most of the findings in Study 1, except for the non-significant indirect effect of subordinate’s stardom on leader’s empowerment behavior through perceived threat to status.
In summary, our study makes three important theoretical contributions: (1) We clarified the consequences and mechanisms of star employees’ interpersonal interaction on team leaders, thereby enriching research on the interpersonal effect of star employees. (2) By examining the boundary conditions of stars’ impact on team leaders, our study prompted scholars and managers to explore how to build a proper work context to leverage stars’ value. (3) Our study aided leadership researchers to further investigate the antecedents of positive or negative leadership behaviors (i.e., empowerment and ostracism) from the perspective of “the interpersonal relationship between a leader and the key minority subordinates”.

Key words: star employee, team leader, interpersonal interaction, leader empowerment, leader ostracism