领导人际情绪管理和员工建言的关系：有调节的中介效应分析

近年来，领导人际情绪管理（LIEM）作为一种管理和调节下属消极情绪的领导行为正逐渐受到学界关注。本研究通过问卷调查，搜集了314份员工和领导的配对数据。研究结果显示：领导人际情绪管理积极影响员工建言行为；下属信任在领导人际情绪管理和员工建言行为间起到部分中介作用；权力距离对下属信任的中介效应起到调节作用。

The Relationship Between Leader Interpersonal Emotional Management and Employee's Voice Behavior：A Moderated Mediation Model

With the increasingly fierce competition in workplace, emotional problems of employees within organization is becoming more and more prominent. Leader interpersonal emotional management is defined as a leader’s behavior which can manage and regulate the negative emotions of subordinates. It is gradually being concerned by academic community, however, the whole concept of leader interpersonal emotion management has not yet received much attention among researchers. Voice behavior has been widely recognized beneficial to organization. In consideration of driving forces of voice behavior, most of the existing researches discuss the function of leadership and employee characteristics. What’s more, we should also explore the internal mechanism between the leader and employee factors on voice behavior. In view of this, based on social exchange theory, we developed a mediation role of subordinate's trust in this relationship to clarify the mechanism between the leader interpersonal emotional management and employee's voice behavior. Moreover, we also examined the moderation role of employee's power distance to specify the boundary conditions of leader interpersonal emotional management effectiveness. In this study, we collected data from manufacturing firms in Hangzhou. A total of 314 paired sample of employees and their leaders were received. In the sample of employees, 54.7% are male, 54.1% are bachelor degree; In the sample of leaders, 43.2% are bachelor degree. To examine the distinctiveness of the study variables，we first conducted a confirmatory factor analysis by using AMOS 21.0, then employed SPSS 19.0 to test our hypotheses. The results supported our hypotheses. It showed that:(1) leader interpersonal emotion management exerted a positive impact on employee's voice behavior; (2) subordinate's trust played a mediating role in leader interpersonal emotional management and voice behavior; (3) employee's power distance moderated the mediation relationship. Specifically, the indirect effect of leader interpersonal emotional management on voice behavior was significant when employee's power distance was high and insignificant when employee's power distance was low. Our findings provide some theoretical and practical implications. Firstly, this study extends individual emotion regulation theory to interpersonal emotion regulation, examining how the leadership interpersonal emotion to the subordinate's attitude and behavior. Secondly, this study can enrich the formation mechanism of employee voice behavior, and provide a new perspective for the study. Thirdly, through exploring the mediating role of subordinates' trust and moderating role of employee's power distance, this study offers a more comprehensive view that leader interpersonal emotion management is more likely to increase voice behavior. Beyond the theoretical significance highlighted above, there are a number of practical strategies for organizational management and employee practice. First of all, managers should demonstrate appropriate leadership behavior to promote employee's voice behavior. At the same time, it’s necessary to cultivate a carefully human resource management environment, which will achieve the rational coordination between management behavior and employee characteristics. In addition, organization leaders should pay attention to employees’ negative emotions, which will effectively encourage them to offer advice and suggestions for organizations. Finally, we recommend that subsequent studies be performed to examine the crossover effects of leader interpersonal emotion management.