领导-下属情绪评价能力一致与员工建言：内部人身份感知与性别相似性的作用

doi:10.3724/SP.J.1041.2020.01121

摘要/Abstract

摘要：

基于人-环境匹配和资源保存理论, 研究构建了一个调节-中介模型, 从二元视角分析了领导情绪评价能力与下属情绪评价能力一致对员工建言的影响路径与边界。通过对43位领导与182位下属的配对问卷调研, 结果表明：(1) 相较“低领导-低下属”情绪评价能力一致, 在“高领导-高下属”情绪评价能力一致情境下, 员工的内部人身份感知更高; (2) 相较“高领导-低下属”情绪评价能力不一致, 在“低领导-高下属”情绪评价能力不一致情境下, 员工的内部人身份感知更高; (3) 内部人身份感知在情绪评价能力一致与促进性建言、抑制性建言间起部分中介作用; (4) 相较领导-下属性别相同, 当领导-下属性别不同时, 员工内部人身份感知的中介作用更强。研究从情绪评价能力、性别的二元匹配视角揭示了员工建言的前因, 为领导与下属间交互影响提供了更多解释路径。

关键词: 领导-下属性别相似, 情绪评价能力, 员工建言, 内部人身份感知, 响应面分析

Abstract:

In recent years, employee voice has become a popular topic in organizational behavior research. However, existing research has failed to identify that voice is a risky behavior on the basis of employees and leaders’ evaluation of each other. Among the few studies that have examined the antecedents of voice behavior from employees or leaders, little attention has been paid to the interaction or mutual evaluation process between leaders and employees, leading to an incomplete understanding of the antecedents of voice. Hence, the present study attempts to broaden our understanding of improving voice behavior.

Specifically, based on theory of person-environment fit and conservation of resource, we suggest that emotional appraisal ability congruence between leaders and subordinates is an effective way to improve employees’ voice. Subordinates can make voice according to the observed changes in leaders’ emotions, and leaders can also set voice expectations according to the changes in subordinates’ emotions. Importantly, we highlight the role of perceived insider status as an important path. Interaction between leaders and employees can help employees develop a sense of mutual responsibility and thus strengthen the perception of insider status. Meanwhile, employees more likely make voice to maintain insider status. Furthermore, we suggest that certain significant differences determine whether subordinates can perceive insider status in cognition and behavior between men and women. Therefore, this study constructs a moderated mediation model and analyzes the influential path and boundary of emotional appraisal ability congruence on employees’ voice from the gender similarity between leaders and subordinates.

To test our conceptual model, we collected sample in three phases at a monthly interval from multiple department employees and their direct leaders from four large manufacturing enterprises in Shandong, Shanghai, and Hong Kong of China. Through the paired questionnaire survey of 43 leaders and 182 subordinates, the data were tested by polynomial regression analysis, response surface analysis, and bootstrapping method. The results reveal that (1) four matching situations exist between leaders and subordinates’ emotional appraisal ability. Compared with “low leader and low subordinate” emotional appraisal ability congruence, employees’ perceived insider status is stronger in “high leader and high subordinate” emotional appraisal ability congruence; (2) compared with “high leader and low subordinate” emotional appraisal ability in-congruence, employees’ perceived insider status is stronger in “low leader and high subordinate” emotional appraisal ability in-congruence; (3) perceived insider status plays a mediating role among emotional appraisal ability congruence, promotive voice, and prohibitive voice; (4) when the gender between leaders and subordinates is different, the mediating effect of perceived insider status is stronger than when the gender is the same.

This study makes three main contributions to literature. First, responding to researchers’ recommendations in recent years, the study investigated the antecedents of voice behavior from the perspective of leader and subordinate congruence. Second, the research explained the effects of emotional appraisal ability congruence on voice, thereby enhancing our understanding of why employees respond to leaders with voice. Third, the study drew on theory of person-environment fit to highlight the boundary condition of gender similarity in the relationship between emotional appraisal ability and perceived insider status, clarifying when emotional appraisal ability congruence more likely or less likely leads to perceived insider status and thus enhancing voice behavior.

Key words: gender similarity between leader and follower, emotional appraisal ability, voice, perceived insider status, response surface analysis

中图分类号:

B849:C93

李树文, 罗瑾琏. (2020). 领导-下属情绪评价能力一致与员工建言：内部人身份感知与性别相似性的作用. 心理学报, 52(9), 1121-1131.

LI Shuwen, LUO Jinlian. (2020). Linking emotional appraisal ability congruence of leader-followers with employee voice: The roles of perceived insider status and gender similarity. Acta Psychologica Sinica, 52(9), 1121-1131.

图/表 8

参考文献 52

[1]	Arvate, P. R., Galilea, G. W., & Todescat, I. (2018). The queen bee: A myth? The effect of top-level female leadership on subordinate females. The Leadership Quarterly, 29(5), 533-548. doi: 10.1016/j.leaqua.2018.03.002 URL
[2]	Audenaert, M., Carette, P., Shore, L. M., Lange, T., Van Waeyenberg, T., & Decramer, A. (2018). Leader-employee congruence of expected contributions in the employee- organization relationship. The Leadership Quarterly, 29(3), 414-422. doi: 10.1016/j.leaqua.2017.09.003 URL
[3]	Cable, D. M., & Edwards, J. R. (2004). Complementary and supplementary fit: A theoretical and empirical integration. Journal of Applied Psychology, 89(5), 822-834. doi: 10.1037/0021-9010.89.5.822 URL pmid: 15506863
[4]	Capezio, A., Wang, L., Restubog, S. L. D., Garcia, P. R. J. M., & Lu, V. N. (2017). To flatter or to assert? Gendered reactions to machiavellian leaders. Journal of Business Ethics, 141(1), 1-11. doi: 10.1007/s10551-015-2723-0 URL
[5]	Chen, L., Wang, Z., Luo, N., & Luo, Z. (2016). Leader-subordinate extraversion fit and subordinate work engagement: Based on dominance complementarity theory. Acta Psychologica Sinica, 48(6), 710-721. doi: 10.3724/SP.J.1041.2016.00710 URL
	[ 陈乐妮, 王桢, 骆南峰, 罗正学. (2016). 领导-下属外向性人格匹配性与下属工作投入的关系:基于支配补偿理论. 心理学报, 48(6), 710-721.]
[6]	Costigan, R. D., Insinga, R. C., Berman, J. J., Ilter, S. S., Kranas, G., & Kureshov, V. A. (2006). The effect of employee trust of the supervisor on enterprising behavior: A cross-cultural comparison. Journal of Business & Psychology, 21(2), 273-291.
[7]	Ding, C. G., & Shen, C. K. (2017). Perceived organizational support, participation in decision making, and perceived insider status for contract workers. Management Decision, 55(2), 413-426. doi: 10.1108/MD-04-2016-0217 URL
[8]	Duan, J., Li, C., Xu, Y., & Wu, C. H. (2017). Transformational leadership and employee voice behavior: A pygmalion mechanism. Journal of Organizational Behavior, 38(5), 650-670. doi: 10.1002/job.v38.5 URL
[9]	Duan, J., Shi, J., & Ling, B. (2017). The influence of high commitment organization on employee voice behavior: A dual-process model examination. Acta Psychologica Sinica, 49(4), 539-553. doi: 10.3724/SP.J.1041.2017.00539 URL
	[ 段锦云, 施嘉逸, 凌斌. (2017). 高承诺组织与员工建言:双过程模型检验. 心理学报, 49(4), 539-553.]
[10]	Edwards, J. R., & Cable, D. M. (2009). The value of value congruence. Journal of Applied Psychology, 94(3), 654-677. doi: 10.1037/a0014891 URL pmid: 19450005
[11]	Edwards, J. R., & Parry, M. E. (1993). On the use of polynomial regression equations as an alternative to difference scores in organizational research. The Academy of Management Journal, 36(6), 1577-1613.
[12]	Ellis, A. M., Nifadkar, S. S., Bauer, T. N., & Erdogan, B. (2017). Newcomer adjustment: Examining the role of managers’ perception of newcomer proactive behavior during organizational socialization. Journal of Applied Psychology, 102(6), 993-1001. doi: 10.1037/apl0000201 URL pmid: 28277724
[13]	Farh, J. L., Hackett, R. D., & Liang, J. (2007). Individual-level cultural values as moderators of perceived organizational support-employee outcome relationships in China: Comparing the effects of power distance and traditionality. The Academy of Management Journal, 50(3), 715-729. doi: 10.5465/amj.2007.25530866 URL
[14]	Grant, A. M. (2013). Rocking the boat but keeping it steady: The role of emotion regulation in employee voice. The Academy of Management Journal, 56(6), 1703-1723. doi: 10.5465/amj.2011.0035 URL
[15]	Harvard Business Review. A leader with high EQ is the most enviable. August 23^rd, 2019, from https://mp.weixin.qq. com/s/yWmIkpms9PnZYqWRKpYNlA
	[ 哈佛商业评论. 有一个高情商的领导, 才是最招人羡慕嫉妒恨的. 2019-08-23. 取自https://mp.weixin.qq. com/s/yWmIkpms9PnZYqWRKpYNlA ]
[16]	Huy, Q. N. Who killed Nokia? Nokia did. September 22^nd, 2015, from https://knowledge.insead.edu/strategy/who-killed-nokia- nokia-did-4268
[17]	Jaffé, M. E., Rudert, S. C., & Greifeneder, R. (2019). You should go for diversity, but I'd rather stay with similar others: Social distance modulates the preference for diversity. Journal of Experimental Social Psychology. doi: 10.1016/j.jesp.2016.07.009 URL pmid: 32174647
[18]	Kong, M., Yuan, Y., & Qian, X. (2017). The influence of leader-member congruence in linking on work engagement and its mechanism. Nankai Business Review, 20(6), 104-115.
	[ 孔茗, 袁悦, 钱小军. (2017). 领导-成员喜欢一致性对员工工作投入的影响及其机制. 南开管理评论, 20(6), 104-115.]
[19]	Lanaj, K., & Hollenbeck J. R. (2015). Leadership over-emergence in self-managing teams: The role of gender and countervailing biases. The Academy of Management Journal, 58(5), 1476-1494. doi: 10.5465/amj.2013.0303 URL
[20]	Landau, J. (1995). The relationship of race and gender to managers' ratings of promotion potential. Journal of Organizational Behavior, 16(4), 391-400. doi: 10.1002/(ISSN)1099-1379 URL
[21]	Li, J., Wu, L. Z., Liu, D., Kwan, H. K., & Liu, J. (2014). Insiders maintain voice: A psychological safety model of organizational politics. Asia Pacific Journal of Management, 31(3), 853-874. doi: 10.1007/s10490-013-9371-7 URL
[22]	Li, S., Luo, J., & Liang, F. (2020). Speaking your mind freely to insiders: The influencing path and boundary of ambidextrous leadership on employee voice. Foreign Economics & Management, 42(6), 99-110.
	[ 李树文, 罗瑾琏, 梁阜. (2020). 与“亲近”的人畅所欲言:双元领导对员工建言的影响路径与边界. 外国经济与管理, 42(6), 99-110.]
[23]	Li, Y., Zheng, X., & Liu, Z. (2017). The effect of perceived insider status on employee voice behavior: A study from the perspective of conservation of resource theory. Chinese Journal of Management, 14(2), 196-204.
	[ 李燕萍, 郑馨怡, 刘宗华. (2017). 基于资源保存理论的内部人身份感知对员工建言行为的影响机制研究. 管理学报, 14(2), 196-204.]
[24]	Liang, J., Farh, C. I. C., & Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two- wave examination. The Academy of Management Journal, 55(1), 71-92. doi: 10.5465/amj.2010.0176 URL
[25]	Little, L. M., Gooty, J., & Williams, M. (2016). The role of leader emotion management in leader-member exchange and follower outcomes. The Leadership Quarterly, 27(1), 85-97. doi: 10.1016/j.leaqua.2015.08.007 URL
[26]	Liu, C., Ke, X., Liu, J., & Wang, Y. (2015). The scene selection of the upwards ingratiation by the employees: An indigenous research. Nankai Business Review, 18(5), 56-66.
	[ 刘超, 柯旭东, 刘军, 王雅晨. (2015). 员工逢迎的场景选择:一项本土研究. 南开管理评论, 18(5), 56-66.]
[27]	Liu, H., Liu, S., Wang, H., & Xu, M. (2016). The influence of leader-follower value congruence in power distance on follower’ s performance and its mechanism. Nankai Business Review, 19(5), 55-65.
	[ 刘海洋, 刘圣明, 王辉, 徐敏亚. (2016). 领导与下属权力距离一致性对下属工作绩效的影响及其机制. 南开管理评论, 19(5), 55-65.]
[28]	Lu, H., Zhou, F., Wu, T., Yan, J., Shao, Y., & Liu, Y. (2019). The divergent effects of work stress on constructive voice and defensive voice: A cross-level of moderated mediation model. Acta Psychologica Sinica, 51(12), 1375-1385. doi: 10.3724/SP.J.1041.2019.01375 URL
	[ 卢红旭, 周帆, 吴挺, 严进, 邵闫, 刘艳彬. (2019). 工作压力对建设型和防御型建言的差异影响. 心理学报, 51(12), 1375-1385.]
[29]	Major, D. A., Morganson, V. J., & Bolen, H. M. (2013). Predictors of occupational and organizational commitment in information technology: Exploring gender differences and similarities. Journal of Business & Psychology, 28(3), 301-314.
[30]	Mcclean, E. J., Martin, S. R., Emich, K. J., & Woodruff, C. T. (2018). The social consequences of voice: An examination of voice type and gender on status and subsequent leader emergence. Academy of Management Journal, 61(5), 1869-1891. doi: 10.5465/amj.2016.0148 URL
[31]	Mccoll-Kennedy, J. R., & Anderson, R. D. (2005). Subordinate-manager gender combination and perceived leadership style influence on emotions, self-esteem and organizational commitment. Journal of Business Research, 58(2), 115-125. doi: 10.1016/S0148-2963(03)00112-7 URL
[32]	Meindl, J. R. (1995). The romance of leadership as a follower- centric theory: A social constructionist approach. The Leadership Quarterly, 6(3), 329-341. doi: 10.1016/1048-9843(95)90012-8 URL
[33]	Molders, S., Brosi, P., Sporrle, M., & Welpe, I. M. (2019). The effect of top management trustworthiness on turnover intentions via negative emotions: The moderating role of gender. Journal of Business Ethics, 156(4), 957-969. doi: 10.1007/s10551-017-3600-9 URL
[34]	Morrison, E. W., Wheeler-Smith, S. L., & Kamdar, D. (2011). Speaking up in groups: A cross-level study of group voice climate and voice. Journal of Applied Psychology, 96(1), 183-191. doi: 10.1037/a0020744 URL
[35]	Ng, T. W. H., Eby, L. T., Sorensen, K. L., & Feldman, D. C. (2005). Predictors of objective and subjective career success: A meta-analysis. Personnel Psychology, 58(2), 367-408. doi: 10.1111/peps.2005.58.issue-2 URL
[36]	Pelled, L. H., & Xin, K. R. (1997). Birds of a feather: Leader- member demographic similarity and organizational attachment in Mexico. The Leadership Quarterly, 8(4), 433-450. doi: 10.1016/S1048-9843(97)90023-0 URL
[37]	Peng, J., & Wang, X. (2016). I will perform effectively if you are with me: Leader-follower congruence in followership prototype, job engagement and job performance. Acta Psychologica Sinica, 48(9), 1151-1162. doi: 10.3724/SP.J.1041.2016.01151 URL
	[ 彭坚, 王霄. (2016). 与上司“心有灵犀”会让你的工作更出色吗?——追随原型一致性、工作投入与工作绩效. 心理学报, 48(9), 1151-1162.]
[38]	Richard, O. C., Mckay, P. F., Garg, S., & Pustovit, S. (2019). The impact of supervisor-subordinate racial-ethnic and gender dissimilarity on mentoring quality and turnover intentions: Do positive affectivity and communal culture matter? The International Journal of Human Resource Management, 30(22), 3138-3165. doi: 10.1080/09585192.2017.1344288 URL
[39]	Ridgeway, C. L. (2001). Gender, status, and leadership. Journal of Social Issues, 57(4), 637-655. doi: 10.1111/0022-4537.00233 URL
[40]	Rupprecht, E. A., Kueny, C. R., Shoss, M. K., & Metzger, A. J. (2016). Getting what you want: How fit between desired and received leader sensitivity influences emotion and counterproductive work behavior. Journal of Occupational Health Psychology, 21(4), 443-454. doi: 10.1037/a0040074 URL pmid: 26784688
[41]	Schuh, S. C., Hernandez Bark, A. S., Van Quaquebeke, N., Hossiep, R., Frieg, P., & Van Dick, R. (2014). Gender differences in leadership role occupancy: The mediating role of power motivation. Journal of Business Ethics, 120(3), 363-379. doi: 10.1007/s10551-013-1663-9 URL
[42]	Sosik, J. J., & Megerian, L. E. (1999). Understanding leader emotional intelligence and performance: The role of self-other agreement on transformational leadership perceptions. Group & Organization Management, 24(3), 367-390.
[43]	Stamper, C. L., & Masterson, S. S. (2002). Insider or outsider? How employee perceptions of insider status affect their work behavior. Journal of Organizational Behavior, 23(8), 875-894. doi: 10.1002/(ISSN)1099-1379 URL
[44]	Tsui, A. S., & Egan, T. D. (1992). Being different: Relational demography and organizational attachment. Administrative Science Quarterly, 37(4), 549-579. doi: 10.2307/2393472 URL
[45]	Wang, H. J., Blanc, P. L., Demerouti, E., Lu, C. Q., & Jiang, L. (2019). A social identity perspective on the association between leader-member exchange and job insecurity. European Journal of Work and Organizational Psychology, 28(6), 800-809. doi: 10.1080/1359432X.2019.1653853 URL
[46]	Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. Research in Organizational Behavior, 18(3), 1-74.
[47]	Weiss, M., & Morrison E. W. (2019). Speaking up and moving up: How voice can enhance employees’ social status. Journal of Organizational Behavior, 40(1), 5-19. doi: 10.1002/job.v40.1 URL
[48]	Wong, C. S., & Law, K. S. (2002). The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. The Leadership Quarterly, 13(3), 243-274. doi: 10.1016/S1048-9843(02)00099-1 URL
[49]	Xu, Y., & Li, C. P. (2018). How servant leadership influence employees’ voice? The role of trust in leadership and negative attribution. Human Resources Development of China, 35(12), 6-17.
	[ 胥彦, 李超平. (2018). 服务型领导如何影响员工建言?领导信任和消极归因的作用. 中国人力资源开发, 35(12), 6-17.]
[50]	Zhang, Z., Wang, M., & Shi, J. (2012). Leader-follower congruence in proactive personality and work outcomes: The mediating role of leader-member exchange. The Academy of Management Journal, 55(1), 111-130. doi: 10.5465/amj.2009.0865 URL
[51]	Zhao, H., Chen, Y. H., & Zheng, W. B. (2019). Social responsible human resource management perception and employee voice behavior: Based on the social exchange theory. Human Resources Development of China, 36(9), 91-104.
	[ 赵红丹, 陈元华, 郑伟波. (2019). 社会责任导向的人力资源管理感知与员工建言行为: 基于社会交换理论. 中国人力资源开发, 36(9), 91-104.]
[52]	Zhou, J., & George, J. M. (2003). Awakening employee creativity: The role of leader emotional intelligence. The Leadership Quarterly, 14(4-5), 545-568. doi: 10.1016/S1048-9843(03)00051-1 URL

变量	M	SD	1	2	3	4	5
Level2
领导情绪评价能力	2.00	0.34	(0.88)
Level1
1.下属情绪评价能力	4.09	0.73	(0.89)
2.内部人身份感知	4.14	0.78	0.42^**	(0.91)
3.促进性建言	3.75	0.80	0.44^**	0.45^**	(0.88)
4.抑制性建言	4.03	0.76	0.43^**	0.48^**	0.67^**	(0.93)
5.性别相似性	0.40	0.49	-0.02	-0.07	-0.09	-0.10	NA

变量	M	SD	1	2	3	4	5
Level2
领导情绪评价能力	2.00	0.34	(0.88)
Level1
1.下属情绪评价能力	4.09	0.73	(0.89)
2.内部人身份感知	4.14	0.78	0.42^**	(0.91)
3.促进性建言	3.75	0.80	0.44^**	0.45^**	(0.88)
4.抑制性建言	4.03	0.76	0.43^**	0.48^**	0.67^**	(0.93)
5.性别相似性	0.40	0.49	-0.02	-0.07	-0.09	-0.10	NA

模型	χ²	df	χ²/df	RMSEA	SRMR	CFI	NFI
四因子模型	357.09	146	2.45	0.09	0.06	0.97	0.95
三因子模型	602.79	149	4.05	0.13	0.07	0.95	0.92
二因子模型	706.88	151	4.68	0.14	0.08	0.93	0.91
单因子模型	2045.91	152	13.46	0.26	0.13	0.85	0.83

模型	χ²	df	χ²/df	RMSEA	SRMR	CFI	NFI
四因子模型	357.09	146	2.45	0.09	0.06	0.97	0.95
三因子模型	602.79	149	4.05	0.13	0.07	0.95	0.92
二因子模型	706.88	151	4.68	0.14	0.08	0.93	0.91
单因子模型	2045.91	152	13.46	0.26	0.13	0.85	0.83

变量	内部人身份感知
变量	M1	M2	M3
截距	4.03^**(0.54)	3.48^**(0.42)	3.62^**(0.45)
员工性别	-0.17 (0.14)	-0.16 (0.10)	-0.23^*(0.12)
员工年龄	-0.01 (0.13)	0.15 (0.09)	0.12 (0.11)
员工学历	0.13 (0.09)	0.13^*(0.07)	0.16^*(0.07)
领导-下属性别相似性	-0.01 (0.15)	0.03 (0.11)	0.05 (0.12)
领导-下属年龄相似性	-0.01 (0.14)	-0.11 (0.11)	-0.02 (0.11)
领导-下属学历相似性	-0.01 (0.21)	0.23 (0.16)	0.09 (0.17)
领导情绪评价能力(L)		-0.22 (0.25)	-0.21 (0.16)
下属情绪评价能力(F)		0.74^**(0.06)	0.74^**(0.09)
领导情绪评价能力平方(L²)			-0.02 (0.05)
领导×下属情绪评价能力(LF)			-0.07 (0.26)
下属情绪评价能力平方(F²)			-0.01 (0.06)
一致性斜率		0.52^**(0.26)	0.54^**(0.18)
一致性曲率			-0.09 (0.27)
不一致性斜率		-0.96^**(0.26)	-0.95^**(0.18)
不一致性曲率			0.05 (0.27)