领导是如何纳谏的:领导动机归因与主管-下属关系的影响  

作　　者：陈芳丽[1] 未蕾蕾 郑文智[1] 

机构地区：[1]华侨大学工商管理学院,福建泉州362021

出　　处：《企业经济》2016年第1期107-111,共5页Enterprise Economy

基　　金：国家社会科学基金项目“海峡两岸民营企业劳动关系民主化管理对比研究”(项目编号:12CGL072);华侨大学高层次人才科研启动费项目“基于劳动关系的城镇次级劳动力市场研究”(项目编号:12SKBS218)

摘　　要：组织鼓励员工积极建言,而员工建言能否真正发生效用,主要取决于建言能否得到领导的采纳实施。研究以员工为视角,探究员工建言行为和感知到的领导动机归因对领导纳谏的影响。通过AMOS17.0软件对310份有效调查数据作结构方程分析,结果显示:员工建言与领导纳谏正相关,并通过领导亲社会动机归因的中介作用来实现;而如果领导感知到员工建言是出于印象管理动机,那么对其纳谏则没影响。另外,研究还证实了主管—下属关系对员工建言与领导纳谏起调节作用,即亲密的主管—下属关系将有效促进领导采纳员工提出的建言。The organization encourages employees to voice actively, but whether employee voice can be really effective mainly depends on the adoption of voice by the supervisor. The research takes the staff as the angle of view to discuss whether the employee voice behavior and supervisor-attributed motives can influence the supervisor to adopt voice or not. The structural equation analysis of 310 valid survey data shows that, employee voice behavior and supervisor adoption is strongly related and achieved through the mediate effect of supervisor-attributed pro-social motives. But there is not any relationship between voice behavior and adoption if leaders perceive employee voice is out of impression management motive. In addition, the study also confirms the supervisor-subordinate guan-xi moderates the relationship between employee voice and supervisor adoption, and intimate supervisor-subordinate guan-xi will effectively promote supervisor to adopt employees voice.

关 键 词：建言行为 亲社会动机归因 印象管理动机归因 主管一下属关系 领导纳谏 

分 类 号：F272.92[经济管理—企业管理]