领导负面反馈何以促进员工主动行为:领导-成员二元互动关系的作用  

When and Why Leader Negative Feedback Facilitates Employee Proactive Behavior:The Critical Role of Leader-Member Exchange

作　　者：赵修文[1] 杨天然 肖金岑[1] 刘雪梅[1,2] Xiuwen ZHAO;Tianran YANG;Jincen XIAO;Xuemei LIU(School of Management,Xihua University,Chengdu 610039;School of Business Administration,Southwestern University of Finance and Economics,Chengdu 611130)

机构地区：[1]西华大学管理学院,成都610039 [2]西南财经大学工商管理学院,成都611130

出　　处：《中国人力资源开发》2023年第4期94-106,共13页Human Resources Development of China

基　　金：国家社会科学基金项目(20VYJ016)。

摘　　要：领导负面反馈在管理实践中广泛存在,但现有关于其作用效果的研究结果并不一致。特别是,负面反馈在一定条件下也可能促进员工表现出更为积极的主动行为。本研究基于归因理论建立理论模型,考虑领导-成员二元互动关系质量对员工归因的影响,分析领导负面反馈促进员工主动行为的作用机制。来自404名员工的两阶段调查数据分析显示:拥有高质量领导-成员交换关系的员工在面对领导负面反馈时,会更倾向于进行绩效促进归因,进而对其主动行为产生正向影响。本研究有利于深入认识领导负面反馈促进员工主动行为的作用机制,为领导合理实施负面反馈并发挥其积极作用提供理论依据。Leader negative feedback exists widely in management practice,but the results of existing studies on its effects are inconsistent.In particular,under certain conditions,negative feedback may also promote employees to show more positive proactive behavior.Drawing on attribution theories,this study develops a theoretical model to analyze the mechanism of leader negative feedback and employee proactive behavior,with adoption of the interaction quality between supervisors and subordinates on employee attribution.By conducting a time-lagged survey(i.e.,Time 1 and Time 2),results from 404 employees show that employee with high-quality LMX may contribute to promote employee proactive behavior after experiencing leader negative feedback through improving performance promotion attribution.This study is conducive to a deeper understanding of the mechanism of leader negativefeedback to promote employee proactive behavior,and provides a theoretical basis for leaders to reasonably implement negativefeedback and play its positive role.

关 键 词：归因理论 领导负面反馈 领导-成员交换 绩效促进归因 主动行为 

分 类 号：F272.92[经济管理—企业管理]