家长式领导对员工建言行为影响的实证研究
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摘要
为了增强组织的创新性和适应性，获得持久的竞争力，组织希望员工能够积极主动地为组织提供持续改进的建议和意见，而不仅仅完成自己职责内的工作。员工建言是组织创新的重要思想来源，对于组织变革与发展的意义重大，因而受到企业界和学术界越来越多的关注。同时，管理学研究越来越强调本土化，要想理解中国组织员工的行为特点，必须从中国特有的文化背景出发。基于此背景，在中国企业情境下重点探讨家长式领导对员工建言行为的影响及其发生机制有着非常重要的实践和理论意义。
在对已有文献进行综述与分析的基础上，依据社会交换理论、自我一致性理论、组织拟人性化等理论，在员工个体层面，从自我概念和心理安全认知的视角，以“家长式领导→组织自尊/心理安全感→建言行为”为思路，提出了概念模型和研究假设。在借鉴国内外成熟量表的情况下，编制初始调查问卷。在小样本预测试、征求专家和企业员工建议以及小组讨论的基础上对初始问卷进行修正，形成正式调查问卷。对珠三角地区的民营企业员工进行问卷调查，共获取508份有效样本数据。在进行信效度分析、共同方法偏差检验的基础上，主要运用多元线性回归方程检验员工组织自尊和心理安全感的中介效应以及主动性人格的调节作用。
实证结果表明：不同教育程度、职位员工的组织自尊存在显著的差异性，不同教育程度员工的心理安全感存在显著的差异性，不同性别、工作年限、职位员工的建言行为存在显著的差异性。在控制性别、教育程度、工作年限以及职位的基础上，家长式领导的仁慈行为、德行行为对下属建言行为均存在显著的正向影响，威权行为的负向影响不显著；组织自尊和心理安全感在仁慈领导与员工建言行为关系之间均起部分中介作用；心理安全感在德行领导与员工建言行为关系之间起完全中介作用。主动性人格对员工建言行为有显著正向影响，并在家长式领导与员工建言行为之间起显著的调节作用，即员工的主动性人格越高，仁慈领导、德行领导对建言行为的正面影响越小，威权领导对建言行为的负面影响越小；员工的主动性人格越低，仁慈领导、德行领导对建言行为的正面影响越大，威权领导对建言行为的负面影响越大。
基本结论：家长式领导的仁慈行为、德行行为是影响下属建言行为的重要原因，且仁慈领导对下属建言行为的影响大于德行领导的影响。组织自尊是员工建言的内源性激励因素，心理安全感是员工建言的必要条件。仁慈领导对建言行为的影响不仅可以通过改善下属心理安全感实现，还可以通过增强下属组织自尊感知来实现。德行领导对建言行为的影响完全是通过改善下属心理安全感来实现的。主动性人格特征对员工建言行为具有显著的积极影响；家长式领导行为对下属建言行为的影响还受到下属主动性人格特征的调节作用。这些结论对企业管理实践具有一定的启示。
主要创新点：（1）以往关于领导行为对建言行为影响的研究都以西方领导行为理论为主，如变革型领导、伦理领导和辱虐管理等，对体现中国传统文化的本土化领导模式-家长式领导影响的探索相对缺乏。实际上，有学者认为领导行为是镶嵌在特定文化中的一种现象，领导的内涵、风格及有效性均因文化的差异而不同。本研究从中国文化背景下的家长式领导切入，不仅为我国企业情境下建言行为的发生提供新的视角，而且丰富了领导行为效能的本土化理论研究；（2）现有研究主要从公平感的视角对家长式领导影响下属建言行为的发生机制进行理论探讨，并未给出实证检验，并且研究视角相对单一。本研究不仅从心理安全认知，而且从员工自我概念感知的视角，通过实证研究方法，揭示建言行为发生的内在作用机制，不仅弥补了这一领域实证研究的不足，而且有利于进一步深化对两者之间内在关系的理论认识；（3）考虑到主动性人格（个性特征）在员工建言过程中的有效性，以及它在家长式领导（情境因素）与下属建言行为关系中的调节作用，这不仅证实了员工组织行为也受人格因素的影响，而且扩展和深化了基于权变思想的本土化领导行为效能研究。
In order to enhance the organization innovation and adaptability and to obtain the lastingcompetitiveness, the organization hopes that employees can provide the suggestions andopinions on continuous improvement about it actively, not just to complete the work withintheir duties. Employee voice which is the important thought source of organizationalinnovation, has great significance for organization change and development, is therefore paidmore and more attention to by the business circles and academia. Meanwhile, managementstudy is increasingly emphasizing localization. Understanding the Chinese employees'behavior characteristic must be under the Chinese unique cultural background. Based onthis background, mainly discussing on the influence on voice behavior from thepaternalistic leadership and its mechanisms have a very important practical and theoreticalsignificance in the context of Chinese companies.
On the basis of reviewing and analyzing the existing literatures, according to the socialexchange theory, self-consistency theory, and organization personification and so on, thepaper puts forward a conceptual model and research hypothesizes at the individual level,from employee self-concept and psychology safety cognition perspective, along with the ideaof “paternalistic leadership→organization-based self-esteem/psychological safety→voicebehavior”. The paper compiles the initial questionnaire by using domestic and foreign maturescales for reference. Based on the small samples pretest, asking experts and enterprise staffsadvices and group discussion and so on, the initial questionnaire is revised to form a formalinvestigation questionnaire. The questionnaire survey was conducted in private enterprises ofthe Pearl River Delta region, and acquired a total of508valid samples. Based on thereliability and validity analysis, and common method bias test, it tests the mediating effect oforganization-based self-esteem (OBSE) and psychological safety and the moderationrole of proactive personality by using the multiple linear regression equation mainly.
The empirical results show that: There was a significant difference in OBSE betweendifferent education degree and position employees. There was a significant differencebetween different education degree employees with psychological safety. Demographyvariables, including gender, working tenure and position, impacted significant on employee voice behaviors. On the basis of controlling gender, education degree, working tenure andposition, benevolent behavior and moral behavior in the paternalistic leadershiphave significant positive impact on the subordinate voice behavior, while the negative effectfrom authoritarian behavior was not significant. OBSE and psychological safety playeda partial mediation role in the relationship between the benevolent leadership and employeevoice behavior. Psychological safety mediated fully in the relationship between the moralleadership and voice behavior. The proactive personality which has notable positive influenceon the employee voice behavior has a moderation effect on the relationship betweenpaternalistic leadership and employee voice behavior. That is, the higher the proactivepersonality of the employees, the smaller the positive influence on voice behaviors frombenevolent leadership and moral leadership, the smaller the negative impact on voicebehaviors from authoritarian leadership; the lower proactive personality of the employees, thebigger the positive affect on voice behaviors from benevolent leadership and moral leadership,the larger the negative effect on voice behaviors from the authoritarian leadership.
Basic conclusions: Benevolent behavior and moral behavior of the paternalisticleadership are ones of the very important reasons that have influence on subordinates' voicebehavior. The influence of benevolent leadership on employee voice behavior is more thanthat of moral leadership. OBSE is the endogenous incentive factors of employee voice.Psychological safety is the necessary condition of voice behavior. Benevolent leadershipinfluenced on voice behavior, not only through realization of keeping psychological safety,but also through realization of strengthening self-perception. Moral leadership impacted onvoice behavior entirely through realization of keeping psychological safety. Proactivepersonality which is one of personality characteristics has a significant positive influence onemployee voice behavior. Proactive personality plays the moderation role into therelationship between paternalistic leadership and voice behavior. Such conclusions drawnfrom the research are of great significance to enterprise management practice.
The main innovation points are:(1) Previous studies showed that the influence on voicebehavior from the western leadership behavior theory mainly, such as transformationalleadership, ethical leadership，abusive supervision and so on. The influence from thepaternalistic leadership, which belongs to the localization of leadership mode to reflect Chinese traditional culture, is relatively lack. In fact, some scholars believe that leadershipbehavior which is a phenomenon is embedded in a specific cultural situation. Its connotation,style and effectiveness vary in different cultures. The paper gets into from the paternalisticleadership in Chinese cultural background, which not only provides a new perspective ofemployee voice behavior happening, but also enriches the localization studies of leadershipbehavior efficiency.(2) The present studies had a theoretical discussion on the occurrencemechanisms of the paternalistic leadership influencing on employee voice behavior from theperspective of a sense of fairness, but did not provide the empirical text, and from a relativesingle perspective. This empirical research is to reveal the inherent mechanisms of voicebehavior happening not only from perspective of the psychological safety cognition, butalso from employee self-concept perception, which will not only make up the lack ofempirical researches in this area, but also further deepen theoretical knowledge aboutinternal relationship between the paternalistic leadership and voice behavior.(3) What’s more,considering the proactive personality (personality characteristics) is validity in the process ofemployee voice behavior. Proactive personality plays the important moderation role into therelationship between paternalistic leadership (situational factors) and voice behavior, whichnot only confirms employees’ organizational behavior influenced by personality factor, butalso expands and deepens the effectiveness study of the localization leadership behaviorbased on contingency thought.
在对已有文献进行综述与分析的基础上，依据社会交换理论、自我一致性理论、组织拟人性化等理论，在员工个体层面，从自我概念和心理安全认知的视角，以“家长式领导→组织自尊/心理安全感→建言行为”为思路，提出了概念模型和研究假设。在借鉴国内外成熟量表的情况下，编制初始调查问卷。在小样本预测试、征求专家和企业员工建议以及小组讨论的基础上对初始问卷进行修正，形成正式调查问卷。对珠三角地区的民营企业员工进行问卷调查，共获取508份有效样本数据。在进行信效度分析、共同方法偏差检验的基础上，主要运用多元线性回归方程检验员工组织自尊和心理安全感的中介效应以及主动性人格的调节作用。
实证结果表明：不同教育程度、职位员工的组织自尊存在显著的差异性，不同教育程度员工的心理安全感存在显著的差异性，不同性别、工作年限、职位员工的建言行为存在显著的差异性。在控制性别、教育程度、工作年限以及职位的基础上，家长式领导的仁慈行为、德行行为对下属建言行为均存在显著的正向影响，威权行为的负向影响不显著；组织自尊和心理安全感在仁慈领导与员工建言行为关系之间均起部分中介作用；心理安全感在德行领导与员工建言行为关系之间起完全中介作用。主动性人格对员工建言行为有显著正向影响，并在家长式领导与员工建言行为之间起显著的调节作用，即员工的主动性人格越高，仁慈领导、德行领导对建言行为的正面影响越小，威权领导对建言行为的负面影响越小；员工的主动性人格越低，仁慈领导、德行领导对建言行为的正面影响越大，威权领导对建言行为的负面影响越大。
基本结论：家长式领导的仁慈行为、德行行为是影响下属建言行为的重要原因，且仁慈领导对下属建言行为的影响大于德行领导的影响。组织自尊是员工建言的内源性激励因素，心理安全感是员工建言的必要条件。仁慈领导对建言行为的影响不仅可以通过改善下属心理安全感实现，还可以通过增强下属组织自尊感知来实现。德行领导对建言行为的影响完全是通过改善下属心理安全感来实现的。主动性人格特征对员工建言行为具有显著的积极影响；家长式领导行为对下属建言行为的影响还受到下属主动性人格特征的调节作用。这些结论对企业管理实践具有一定的启示。
主要创新点：（1）以往关于领导行为对建言行为影响的研究都以西方领导行为理论为主，如变革型领导、伦理领导和辱虐管理等，对体现中国传统文化的本土化领导模式-家长式领导影响的探索相对缺乏。实际上，有学者认为领导行为是镶嵌在特定文化中的一种现象，领导的内涵、风格及有效性均因文化的差异而不同。本研究从中国文化背景下的家长式领导切入，不仅为我国企业情境下建言行为的发生提供新的视角，而且丰富了领导行为效能的本土化理论研究；（2）现有研究主要从公平感的视角对家长式领导影响下属建言行为的发生机制进行理论探讨，并未给出实证检验，并且研究视角相对单一。本研究不仅从心理安全认知，而且从员工自我概念感知的视角，通过实证研究方法，揭示建言行为发生的内在作用机制，不仅弥补了这一领域实证研究的不足，而且有利于进一步深化对两者之间内在关系的理论认识；（3）考虑到主动性人格（个性特征）在员工建言过程中的有效性，以及它在家长式领导（情境因素）与下属建言行为关系中的调节作用，这不仅证实了员工组织行为也受人格因素的影响，而且扩展和深化了基于权变思想的本土化领导行为效能研究。
In order to enhance the organization innovation and adaptability and to obtain the lastingcompetitiveness, the organization hopes that employees can provide the suggestions andopinions on continuous improvement about it actively, not just to complete the work withintheir duties. Employee voice which is the important thought source of organizationalinnovation, has great significance for organization change and development, is therefore paidmore and more attention to by the business circles and academia. Meanwhile, managementstudy is increasingly emphasizing localization. Understanding the Chinese employees'behavior characteristic must be under the Chinese unique cultural background. Based onthis background, mainly discussing on the influence on voice behavior from thepaternalistic leadership and its mechanisms have a very important practical and theoreticalsignificance in the context of Chinese companies.
On the basis of reviewing and analyzing the existing literatures, according to the socialexchange theory, self-consistency theory, and organization personification and so on, thepaper puts forward a conceptual model and research hypothesizes at the individual level,from employee self-concept and psychology safety cognition perspective, along with the ideaof “paternalistic leadership→organization-based self-esteem/psychological safety→voicebehavior”. The paper compiles the initial questionnaire by using domestic and foreign maturescales for reference. Based on the small samples pretest, asking experts and enterprise staffsadvices and group discussion and so on, the initial questionnaire is revised to form a formalinvestigation questionnaire. The questionnaire survey was conducted in private enterprises ofthe Pearl River Delta region, and acquired a total of508valid samples. Based on thereliability and validity analysis, and common method bias test, it tests the mediating effect oforganization-based self-esteem (OBSE) and psychological safety and the moderationrole of proactive personality by using the multiple linear regression equation mainly.
The empirical results show that: There was a significant difference in OBSE betweendifferent education degree and position employees. There was a significant differencebetween different education degree employees with psychological safety. Demographyvariables, including gender, working tenure and position, impacted significant on employee voice behaviors. On the basis of controlling gender, education degree, working tenure andposition, benevolent behavior and moral behavior in the paternalistic leadershiphave significant positive impact on the subordinate voice behavior, while the negative effectfrom authoritarian behavior was not significant. OBSE and psychological safety playeda partial mediation role in the relationship between the benevolent leadership and employeevoice behavior. Psychological safety mediated fully in the relationship between the moralleadership and voice behavior. The proactive personality which has notable positive influenceon the employee voice behavior has a moderation effect on the relationship betweenpaternalistic leadership and employee voice behavior. That is, the higher the proactivepersonality of the employees, the smaller the positive influence on voice behaviors frombenevolent leadership and moral leadership, the smaller the negative impact on voicebehaviors from authoritarian leadership; the lower proactive personality of the employees, thebigger the positive affect on voice behaviors from benevolent leadership and moral leadership,the larger the negative effect on voice behaviors from the authoritarian leadership.
Basic conclusions: Benevolent behavior and moral behavior of the paternalisticleadership are ones of the very important reasons that have influence on subordinates' voicebehavior. The influence of benevolent leadership on employee voice behavior is more thanthat of moral leadership. OBSE is the endogenous incentive factors of employee voice.Psychological safety is the necessary condition of voice behavior. Benevolent leadershipinfluenced on voice behavior, not only through realization of keeping psychological safety,but also through realization of strengthening self-perception. Moral leadership impacted onvoice behavior entirely through realization of keeping psychological safety. Proactivepersonality which is one of personality characteristics has a significant positive influence onemployee voice behavior. Proactive personality plays the moderation role into therelationship between paternalistic leadership and voice behavior. Such conclusions drawnfrom the research are of great significance to enterprise management practice.
The main innovation points are:(1) Previous studies showed that the influence on voicebehavior from the western leadership behavior theory mainly, such as transformationalleadership, ethical leadership，abusive supervision and so on. The influence from thepaternalistic leadership, which belongs to the localization of leadership mode to reflect Chinese traditional culture, is relatively lack. In fact, some scholars believe that leadershipbehavior which is a phenomenon is embedded in a specific cultural situation. Its connotation,style and effectiveness vary in different cultures. The paper gets into from the paternalisticleadership in Chinese cultural background, which not only provides a new perspective ofemployee voice behavior happening, but also enriches the localization studies of leadershipbehavior efficiency.(2) The present studies had a theoretical discussion on the occurrencemechanisms of the paternalistic leadership influencing on employee voice behavior from theperspective of a sense of fairness, but did not provide the empirical text, and from a relativesingle perspective. This empirical research is to reveal the inherent mechanisms of voicebehavior happening not only from perspective of the psychological safety cognition, butalso from employee self-concept perception, which will not only make up the lack ofempirical researches in this area, but also further deepen theoretical knowledge aboutinternal relationship between the paternalistic leadership and voice behavior.(3) What’s more,considering the proactive personality (personality characteristics) is validity in the process ofemployee voice behavior. Proactive personality plays the important moderation role into therelationship between paternalistic leadership (situational factors) and voice behavior, whichnot only confirms employees’ organizational behavior influenced by personality factor, butalso expands and deepens the effectiveness study of the localization leadership behaviorbased on contingency thought.
引文
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