领导风格与员工建言:基于双向信任的视角  

Leadership style and employee voice: A perspective based on mutual trust

作　　者：贾明媚[1] 张靓婷 王琼[3] Jia Mingmei;Zhang Liangting;Wang Qiong(School of Business Administration,Northeastern University,Shenyang 110169,Liaoning,China;Management School,Hainan University,Haikou 570228,Hainan,China;School of Management,University of Science and Technology of China,Hefei 230041,Anhui,China)

机构地区：[1]东北大学工商管理学院,辽宁沈阳110169 [2]海南大学管理学院,海南海口570228 [3]中国科学技术大学管理学院,安徽合肥230041

出　　处：《科研管理》2020年第3期238-246,共9页Science Research Management

基　　金：国家自然科学基金项目:“情绪劳动、服务导向、组织公民行为的多观点多层次集成研究”(71272162)。

摘　　要：本研究旨在探讨交易/变革型领导对员工建言的促进作用,并根据社会交换理论,分析在不同的上下级双向信任情境下这种作用的有效性。基于东北三省6家企业366份上下级匹配调查问卷数据,采用层次回归分析法的实证结果表明:交易型和变革型领导均正向促进员工建言,且后者的作用更强;员工信任正向调节交易/变革型领导与员工建言的关系;员工信任和被信任感的交互正向调节交易/变革型领导与员工建言的关系,双向信任均高时,交易/变革型领导对员工建言的促进作用最强;双向信任缺失时,促进作用最弱;双向信任不均衡时,相比于高信任、低被信任感,在低信任、高被信任感的情境下,交易/变革型领导对员工建言的促进作用更强。Given the significance of employee voice to organizations and the contradictory psychology when employees make voice decisions, many organizations and scholars have paid more and more attention to how to boosting employee voice. Previous research has examined many factors that influence employee voice, including different styles of leadership. Transactional and transformational leadership, as the most typical two leadership styles, are therefore of interest to many voice scholars. The direct effect of transformational leadership on employee voice has been tested, and many key mediators and moderators have been explored. However, there are still some deficiencies in the current research. Firstly, most attention has been paid to the relationship between transformational leadership and employee voice, yet little is known about the relationship between transactional leadership and employee voice. Transactional leadership is an important style of leadership, which is widely existed in the management practice, it is necessary to find out the relationship between transactional leadership and employee voice. Secondly, previous research has found some boundary conditions of the relationship between transformational leadership and employee voice, which can be classified into two types: employee characteristics and leader factors. However, voice scholars′ attention has always been focused on the separate moderating effects of employee characteristics or leadership factors. Little research puts employee and leader together and takes their interaction into account. The interaction of employee and leader may be an important situation in which employee voice take places. Employees under the same transactional/transformational leadership may make completely opposite voice decisions when they have different interactions with their leaders. Trust is a key determinant of personal interaction, which has profound effect on interpersonal communication and cooperation. Trust is mutual. In organizational management, there are upward t

关 键 词：交易型领导 变革型领导 建言 双向信任 信任 被信任感 

分 类 号：F272.91[经济管理—企业管理]