舍己为公打破沉默：自我牺牲型领导对员工建言行为的跨层次影响研究  

Making Personal Sacrifices for the Public Voice: The Multi-Level Relationship between Self-Sacrificial Leadership and Employee Voice Behavior

作　　者：徐振亭 李鲜苗[2] 罗瑾琏[3] 曲怡颖 XU Zhenting;Li Xianmiao;LUO Jinlian;QU Yiying(Business School,Linyi University,Linyi 276000,China;School of Economics and Management,Anhui University of Science and Technology,Huainan 232001,China;School of Economics and Management,Tongji University,Shanghai 200092,China;School of Business,East China University of Political Science and Law,Shanghai 201620,China)

机构地区：[1]临沂大学商学院,山东临沂276000 [2]安徽理工大学经济与管理学院,安徽淮南232001 [3]同济大学经济与管理学院,上海200092 [4]华东政法大学商学院,上海201620

出　　处：《科学学与科学技术管理》2019年第8期141-157,共17页Science of Science and Management of S.& T.

基　　金：国家自然科学基金项目(71701004,71472137,71202031);教育部人文社会科学研究项目(17YJC630188);山东省高校人文社科研究计划(J17RB121);安徽省自然科学基金项目(1808085QG223)

摘　　要：如何打破"沉默是金",增强员工建言行为已成为当前领导者面临的重要挑战。通过整合情绪感染理论、社会交换理论与已有研究结论,构建了自我牺牲型领导对员工建言行为的跨层次影响模型,重点关注员工积极情绪与领导-成员交换关系在两者关系中的跨层次中介效应,以及共同愿景作为团队情境,在两者关系中的跨层次调节效应。以80个研究团队为研究样本,结果表明:(1)自我牺牲型领导分别对员工积极情绪与员工建言行为产生显著的跨层次正向影响;(2)员工积极情绪与领导-成员交换关系分别在自我牺牲型领导与员工建言行为关系中起到跨层次中介作用;(3)自我牺牲型领导对共同愿景具有显著的正向影响,且共同愿景不仅对员工建言行为产生显著的跨层次正向影响,还分别跨层次正向调节员工积极情绪、领导-成员交换关系与员工建言行为的正向关系,共同愿景越强,员工积极情绪、领导-成员交换关系与员工建言行为的正向关系越强。How to break the ’silence is golden’ and enhance employee voice behavior has become the main challenge and task faced by contemporary leaders. Integration of emotional contagion theory, social exchange theory and existing research conclusion, we build the multilevel relationship model between self-sacrificial leadership and employee voice behavior, focus on the multi-level mediation roles of employee positive moods and leadermember exchange, and view shared vision as team situation and multi-level moderation role. Taking 80 research teams as research samples, the research results show that:(1) Self-sacrificial leadership has respectively significant multi-level positive effects on employees’ positive emotions and their voice behavior.(2) The positive emotion of employees and the leader-member exchange relationship play a multi-level mediation role in the relationship between self-sacrificial leadership and employee voice behavior.(3) The self-sacrificial leadership has a significant positive influence on shared vision, and shared vision has a significant positive influence on employee voice behavior, moreover multi-level respectively moderate the relationship between employee positive emotions,leader-member exchange and employee voice behavior, the stronger the shared vision, the stronger relationship between employees’ positive emotions, leader-member exchange relationship and employee voice behavior. The present study, with dyadic design, offers robust evidence for the role of supervisors’ self-sacrificial leadership in facilitating employee voice behavior and the mediating effect of leader-member exchange and employees’ positive emotions, as well as the moderating effect of shared vision.

关 键 词：员工建言行为 自我牺牲型领导 领导-成员交换关系 积极情绪 共同愿景 

分 类 号：F273.1[经济管理—企业管理] F272.92[经济管理—国民经济]