剥削型领导与员工沉默行为:组织自尊的中介效应  

Exploitative Leadership and Employee Silence: The Mediating Effect of Organizational Self-Esteem

作　　者：文书琴 符谢红[1] 

机构地区：[1]东华大学旭日工商管理学院,上海

出　　处：《现代管理》2024年第7期1689-1702,共14页Modern Management

摘　　要：作为一种典型的破坏性领导风格,剥削型领导在组织中广泛存在,并对员工行为有显著影响。本文基于压力认知评价理论和自我一致性理论,通过问卷调研所收集的303份有效数据,探讨了剥削型领导对员工沉默行为的影响机制。研究结果表明,剥削型领导显著正向影响员工沉默行为,组织自尊具有部分中介作用;传统性正向调节剥削型领导与员工沉默行为的关系,使得当员工传统性较高时,剥削型领导对员工沉默行为的正向影响越大。本文的结论拓展了对剥削型领导的研究视角和结果变量,对组织管理实践具有重要的参考价值。As a typical form of destructive leadership, exploitative leadership is widespread in organizations and has a significant impact on employee behaviors. Based on the cognitive appraisal theory of stress and the self-consistency theory, this paper explores the mechanisms by which exploitative leadership affects employee silence through a survey of 303 valid responses. The results indicate that exploitative leadership has a significantly positive effect on employee silence behavior, with organizational-based self-esteem partially mediating this relationship. Additionally, traditionality positively moderates the relationship between exploitative leadership and employee silence behavior, meaning that the positive effect of exploitative leadership on employee silence is stronger when employees have higher levels of traditionality. The findings of this paper expand the research perspectives and outcome variables related to exploitative leadership and provide important implications for organizational management practices.

关 键 词：剥削型领导 员工沉默行为 组织自尊 传统性 

分 类 号：F27[经济管理—企业管理]