ISSN 0439-755X
CN 11-1911/B
主办：中国心理学会
　　　中国科学院心理研究所
出版：科学出版社

心理学报 ›› 2014, Vol. 46 ›› Issue (9): 1378-1391.doi: 10.3724/SP.J.1041.2014.01378

• 论文 • 上一篇    下一篇

道德型领导者得到了什么？道德型领导、团队平均领导?部属交换及领导者收益

涂乙冬1;陆欣欣2;郭玮3;王震4   

  1. (1武汉大学经济与管理学院, 武汉 430072) (2中国人民大学劳动与人事学院, 北京 100872) (3北京市人力资源和社会保障局, 北京 100036) (4中央财经大学商学院, 北京 100081)
  • 收稿日期:2013-07-26 出版日期:2014-09-25 发布日期:2014-09-25
  • 通讯作者: 郭玮, E-mail: guowei0827@126.com
  • 基金资助:

    国家自然科学基金面上项目(71172203, 71372125)、国家自然科学基金青年项目(71302129)、教育部人文社会科学研究青年基金项目(13YJC630176)资助。

What Benefits Do Ethical Leaders Gain? Ethical Leadership, LMX Mean and Leaders’ Benefits

TU Yidong1; LU Xinxin2; GUO Wei3; WANG Zhen4   

  1. (1 Economics and Management School, Wuhan University, Wuhan 430072, China) (2 School of Labor and Human Resources, Renmin University of China, Beijing 100872, China) (3 Beijing Municipal Human Resource and Social Security Bureau, Beijing 100036, China) (4 Business School, Central University of Fiance and Econmics, Beijing 100872, China)
  • Received:2013-07-26 Published:2014-09-25 Online:2014-09-25
  • Contact: GUO Wei, E-mail: guowei0827@126.com

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摘要：

道德型领导是新近提出的一种领导理论, 大量研究证实这种领导方式会对员工和组织带来积极影响。然而, 在领导过程中处于主体地位的领导者从中获得了什么收益却较少受到关注。以50个工作团队的248名员工为研究对象, 本研究基于社会交换理论考察了道德型领导与个体层次和团队层次上领导者收益的关系及其作用过程。跨层次分析结果表明：(1)道德型领导对个体层次的员工对领导的认知信任和情感信任, 以及团队层次的团队绩效和领导者绩效均有显著正向作用; (2)团队平均领导?部属交换中介了道德型领导与下属对领导者的认知信任、情感信任以及团队绩效的关系, 但在道德型领导与领导者绩效关系间无显著中介作用。本文揭示了道德型领导者在领导过程中获得的“收益”以及团队层次社会交换的中介作用, 为道德型领导和团队社会交换的研究提供了启示。

关键词: 道德型领导, 团队平均领导?部属交换, 对领导的认知信任, 对领导的情感信任, 团队绩效, 领导者绩效

Abstract:

Prior studies focused on the relationships between ethical leadership and outcomes benefit for organization and employees, however, the relationship between ethical leadership and outcomes benefit for leaders was ignored to some extent. Base on the social exchange theory, this study examined the main effects ethical leadership on their benefits at individual and group level as well as the mechanism between them. The self-report questionnaires of 248 employees from 50 work groups were collected, and statistic results showed that the common method bias had little impact on the main effects and mediation models. The Hierarchical Linear Models (HLM) was applied to examine the mediations at individual level and cross level while the STATA was used to examine the mediations at group level. Sobel test and MCMAM were employed to calculate the indirect effect of mediations. The results showed that: (1) Ethical leadership was positively related to the employee cognitive and affective trust in leader. (2) Ethical leadership was positively related to the group and leader performance. (3) LMX Mean mediated the relationship between ethical leadership and subordinate’s cognitive and affective trust in leader. (4) LMX Mean mediated the relationship between ethical leadership and group performance, but such mediation between ethical leadership and leader performance wasn’t supported. The present study indicated that ethical leadership won the subordinate’s cognitive and affective trust at individual level and group and leader performance at group level. Moreover, the ethical leadership gained benefits through building high group-level social exchange quality. In application, ethical leadership benefits organization, employees and leaders, it should be encouraged in managerial practice. Furthermore, the ethical leadership should develop high group leader-member exchange quality to facilitating the employee and group outcomes.

Key words: ethical leadership, LMX Mean, cognitive trust in leader, affective trust in leader, group performance, leader performance