员工伦理型领导原型对伦理型领导有效性的影响：员工崇敬感的中介作用

doi:10.3724/SP.J.1041.2022.01093

摘要/Abstract

摘要：

基于工作场所中具体积极情绪的理论模型和内隐领导理论, 探究了伦理型领导对员工工作绩效的影响机制, 具体是检验了崇敬感的中介作用和员工伦理型领导原型的调节作用。通过对一项问卷调查研究(193份上下级配对数据)和两个情境实验获得的实证数据进行统计分析, 结果表明: 伦理型领导能够正向影响员工的崇敬感; 崇敬感能够中介伦理型领导对组织公民行为的积极作用, 但对任务绩效的中介效应并不显著; 此外, 员工的伦理型领导原型会强化伦理型领导与员工崇敬感之间的正向关系, 即相比于拥有低伦理型领导原型的员工, 拥有高伦理型领导原型的员工更容易对伦理型领导产生崇敬感; 崇敬感能够中介伦理型领导与员工伦理型领导原型的交互作用对组织公民行为的影响。

关键词: 伦理型领导, 内隐领导原型, 崇敬感, 任务绩效, 组织公民行为

Abstract:

Ethical leadership (EL) is a positive leadership style demonstrated to be effective in promoting employee performance. However, previous research has mainly focused on the cognitive perspective to explain the positive effects of ethical leadership on employee outcomes, and the role of emotion has received little attention. In this research, we advance this stream of research by taking into account employees’ implicit beliefs of ethical leadership (i.e., ethical leadership prototype, ELP). Specifically, drawing from the theoretical model of discrete positive emotions in the workplace and implicit leadership theories, this paper theorized and tested the mediating role of elevation on the relationship between ethical leadership and employee task performance and organizational citizenship behavior (OCB) moderated by employee ELP.
We tested our hypotheses in a multi-source, multi-wave field study (Study 1). In Study 1, we tested our full theoretical model (i.e., H1 to H4) by collecting multi-wave and multi-source data from 193 leader-employee dyads. Empirical results in Study 1 only demonstrated the positive relationship between EL and employee elevation (H1) and the indirect relationship between EL and employee OCB via employee elevation (H2b).
To replicate these empirical findings and test the moderating role of employee ELP further, we conducted two vignette experiments (Study 2 and 3). In Study 2 and Study 3, we recruited 400 and 200 participants from two online survey panels (i.e., the Sojump and the Credamo) and manipulated ethical vs. unethical leadership (Study 2) and high vs. low ethical leadership (Study 3). Experimental results in both studies replicated the positive relationship between EL and employee elevation (H1) and the indirect relationship between EL and OCB via elevation (H2b); in addition, the moderating effects of employee ELP on the relationship between EL and elevation (H3) and the indirect relationship between EL and OCB via elevation (H4b) were demonstrated.
This research makes several theoretical contributions. First, this research contributes to our understanding of the process through which EL influences employee outcomes by identifying employee ELP as a crucial contingency. Second, by demonstrating the mediating mechanism of the positive moral emotion of elevation (with general positive affect being controlled), this research provides a finer-grained understanding of the affect-based mechanism for the effectiveness of EL. Third, by investigating when EL activates employee elevation, this paper enriches the knowledge of the antecedents of felt elevation. Finally, this paper extends implicit leadership theory by applying it to a specific leadership domain and highlighting the crucial role of ELP.

Key words: ethical leadership, implicit leadership prototype, elevation, task performance, organizational citizenship behavior

中图分类号:

B849: C93

邢志杰, 贺伟, 张正堂, 蒋旭婷. (2022). 员工伦理型领导原型对伦理型领导有效性的影响：员工崇敬感的中介作用. 心理学报, 54(9), 1093-1105.

XING Zhijie, HE Wei, ZHANG Zhengtang, JIANG Xuting. (2022). The impact of ethical leadership prototype on the effectiveness of ethical leadership: The mediating role of elevation. Acta Psychologica Sinica, 54(9), 1093-1105.

图/表 5

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模型	χ²	df	Δχ² (Δdf)	CFI	TLI	SRMR	RMSEA
五因子模型	159.96	94	-	0.96	0.95	0.05	0.06
四因子模型1	252.51	98	92.55^***(4)	0.90	0.88	0.07	0.09
四因子模型2	367.98	98	208.02^***(4)	0.82	0.78	0.10	0.12
三因子模型	460.80	101	300.84^***(7)	0.76	0.72	0.12	0.14
单因子模型	1185.42	109	998.46^***(10)	0.29	0.22	0.21	0.23

模型	χ²	df	Δχ² (Δdf)	CFI	TLI	SRMR	RMSEA
五因子模型	159.96	94	-	0.96	0.95	0.05	0.06
四因子模型1	252.51	98	92.55^***(4)	0.90	0.88	0.07	0.09
四因子模型2	367.98	98	208.02^***(4)	0.82	0.78	0.10	0.12
三因子模型	460.80	101	300.84^***(7)	0.76	0.72	0.12	0.14
单因子模型	1185.42	109	998.46^***(10)	0.29	0.22	0.21	0.23

变量	1	2	3	4	5	6	7	8	9	10	11	12
1. 员工的性别	-
2. 员工的年龄	-0.33^***	-
3. 员工的学历	0.03	-0.22^**	-
4. 上下级共事时间	-0.24^**	0.56^***	-0.15	-
5. 员工工龄	-0.25^**	0.66^***	-0.16^*	0.75^***	-
6. 积极情绪	0.01	-0.04	0.13	0.00	-0.03	(0.89)
7. 员工的感激	-0.03	-0.02	0.23^**	0.11	0.00	0.51^***	-
8. 伦理型领导	-0.13	0.07	-0.12	0.06	-0.01	0.41^***	0.40^***	(0.86)
9. 伦理型领导原型	0.03	0.03	0.13	0.12	0.05	0.25^***	0.29^***	0.28^***	(0.90)
10. 员工的崇敬感	0.09	0.01	0.07	0.02	-0.01	0.62^***	0.58^***	0.46^***	0.25^***	-
11. 任务绩效	0.06	-0.03	0.07	0.04	0.09	0.19^**	0.23^***	0.21^**	0.06	0.20^**	(0.84)
12. 组织公民行为	-0.02	0.16^*	0.06	0.16^*	0.25^**	0.21^**	0.29^***	0.24^**	0.25^**	0.30^***	0.49^***	(0.91)
均值	1.50	30.37	3.11	3.16	4.67	3.70	3.65	3.83	6.09	3.53	5.65	5.96
标准差	0.50	5.62	0.68	2.84	3.71	0.56	0.90	0.54	0.72	0.81	0.80	0.65

变量	1	2	3	4	5	6	7	8	9	10	11	12
1. 员工的性别	-
2. 员工的年龄	-0.33^***	-
3. 员工的学历	0.03	-0.22^**	-
4. 上下级共事时间	-0.24^**	0.56^***	-0.15	-
5. 员工工龄	-0.25^**	0.66^***	-0.16^*	0.75^***	-
6. 积极情绪	0.01	-0.04	0.13	0.00	-0.03	(0.89)
7. 员工的感激	-0.03	-0.02	0.23^**	0.11	0.00	0.51^***	-
8. 伦理型领导	-0.13	0.07	-0.12	0.06	-0.01	0.41^***	0.40^***	(0.86)
9. 伦理型领导原型	0.03	0.03	0.13	0.12	0.05	0.25^***	0.29^***	0.28^***	(0.90)
10. 员工的崇敬感	0.09	0.01	0.07	0.02	-0.01	0.62^***	0.58^***	0.46^***	0.25^***	-
11. 任务绩效	0.06	-0.03	0.07	0.04	0.09	0.19^**	0.23^***	0.21^**	0.06	0.20^**	(0.84)
12. 组织公民行为	-0.02	0.16^*	0.06	0.16^*	0.25^**	0.21^**	0.29^***	0.24^**	0.25^**	0.30^***	0.49^***	(0.91)
均值	1.50	30.37	3.11	3.16	4.67	3.70	3.65	3.83	6.09	3.53	5.65	5.96
标准差	0.50	5.62	0.68	2.84	3.71	0.56	0.90	0.54	0.72	0.81	0.80	0.65

变量	员工的崇敬感				员工的感激		积极情绪		任务绩效				组织公民行为
	模型1		模型2		模型3		模型4		模型5		模型6		模型7		模型8
	B	SE	B	SE	B	SE	B	SE	B	SE	B	SE	B	SE	B	SE
控制变量
性别	0.32^**	0.11	0.31^**	0.11	0.06	0.12	0.11	0.08	0.13	0.14	0.14	0.14	0.01	0.11	0.00	0.11
年龄	0.01	0.01	0.01	0.01	-0.00	0.02	0.00	0.01	-0.02	0.02	-0.02	0.02	0.00	0.01	0.00	0.01
学历	0.09	0.08	0.08	0.08	0.33^***	0.09	0.12	0.06	0.08	0.10	0.10	0.10	0.10	0.08	0.08	0.07
上下级共事时间	-0.00	0.03	-0.01	0.03	0.07	0.04	0.01	0.02	-0.03	0.04	-0.03	0.04	-0.03	0.03	-0.03	0.03
工龄	0.01	0.02	0.01	0.02	-0.03	0.03	-0.01	0.02	0.07^*	0.03	0.07^*	0.03	0.07^**	0.02	0.07^**	0.02
自变量
伦理型领导 (EL)	0.80^***	0.10	0.73^***	0.13	0.68^***	0.13	0.35^***	0.09	0.24	0.14	0.22	0.15	0.14	0.09	0.11	0.10
伦理型领导原型(ELP)			0.13	0.08	0.10	0.10	0.14	0.07			0.00	0.09			0.15^*	0.07
交互项
EL×ELP			0.14	0.22	0.33	0.19	0.38^**	0.16			0.18	0.19			0.04	0.15
中介变量
员工的崇敬感									0.01	0.11	0.00	0.11	0.20^*	0.10	0.20^*	0.10
员工的感激									0.12	0.09	0.15	0.10	0.06	0.07	0.06	0.08
员工的积极情绪									0.06	0.15	0.02	0.15	-0.02	0.11	-0.04	0.12
R²	0.29		0.30		0.29		0.28		0.10		0.11		0.20		0.22
ΔR²			0.01								0.01				0.02^*