管理者核心自我评价对下属组织公民行为的影响：道德式领导和集体主义导向的作用

采用配对问卷调查法, 以150位管理者和464位下属为研究对象, 考察了管理者核心自我评价对下属组织指向和人际指向公民行为的影响以及道德式领导和下属集体主义导向在其中的作用。跨层次分析结果表明：管理者核心自我评价对下属公民行为有显著正向影响; 道德式领导在管理者核心自我评价与下属公民行为关系中有中介作用; 下属集体主义导向在道德式领导与公民行为关系中具有调节作用, 表现为道德式领导对公民行为的正向影响对高集体主义导向的员工来说更明显。文章揭示了管理者核心自我评价对下属公民行为的影响效果、内在机制和作用条件, 也在一定程度上支持了领导有效性研究的特质-行为整合视角模型。     

Promoting Ethical and Prosocial Behavior: The Combined Effect of Ethical Leadership and Coworker Ethicality

Ethical leadership encompasses the personal conduct of the leader and the leader’s expectations that followers behave ethically. Building on social learning and social exchange theory, we propose that ethical leadership interacts with coworker ethicality to predict personnel’s ethical intentions and organizational citizenship behavior (OCB). Using data collected from a large organizational sample, we use moderated regression analysis to test the main and interactive effects of ethical leadership and coworker ethicality on ethical intentions and OCB as it relates to conscientiousness, civic virtue, and altruism. Study 1 examines how ethical leadership and coworker ethicality interact to predict ethical intentions using a sample of 1,551 military personnel. Study 2 extends the results of Study 1 by examining how ethical leadership and coworker ethicality interact to predict OCB using a combined sample of 3,363 military and civilian personnel. Consistent with social learning theory, we found positive relationships between ethical leadership and coworker ethicality with ethical outcomes (i.e., intentions and OCB). Consistent with social exchange theory, we found that perceptions of ethical leadership strengthened the relationship between coworker ethicality and ethical intentions and OCB, highlighting the importance of leaders in shaping the behavior of organizational members.     

A Resource-Based Perspective on Organizational Citizenship and Counterproductive Work Behavior: The Role of Vitality and Core Self-Evaluations

Although results from cross-sectional between-person studies suggest a differentiation of employees in good and bad performers, recent studies have challenged this assumption by showing that performance is also dependent on more transient states that vary within individuals. Acknowledging that individuals do not only differ in reference to others, but also in reference to themselves, we integrated the between- and within-person approach in the examination of organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). We propose a model informed by conservation of resources theory in which OCB and minor CWB are predicted by within-person variation in one’s level of vitality, with these relationships being moderated by trait core self-evaluations (CSE). Moderated multilevel Poisson regression analyses revealed that vitality was positively related with OCB and negatively with minor CWB. CSE moderated the relationship between vitality and OCB so that individuals high in CSE engaged in OCB regardless of their vitality levels; however, contrary to our expectations, CSE did not moderate the relationship between vitality and minor CWB. Together, these findings indicate a complex reality underlying the mechanisms that drive the enactment of OCB and CWB.     

The effect of cultural orientation and leadership style on self‐ versus other‐oriented organizational citizenship behaviour in Turkey and the Netherlands

This paper investigated the effects of a paternalistic and empowering leadership style on organizational citizenship behaviour (OCB) in an experimental design using 100 Turkish and 100 Dutch students who held part‐time jobs. Confirming our expectations, a paternalistic leadership style had a more positive effect on job dedication and organizational support in Turkey than in the Netherlands. Contradicting our expectations, an empowering leadership style did not have a more positive effect on any of the OCB dimensions in the Netherlands than it did in Turkey. However, in the Netherlands an empowering leadership style had a stronger effect on interpersonal facilitation, job dedication, and organizational support than a paternalistic leadership style. Paternalistic and empowering leadership styles both had positive effects on OCB dimensions in Turkey. As expected, collectivism moderated the relationship between paternalistic leadership style and other oriented OCB (i.e., interpersonal facilitation). Specifically, people who had more collectivistic tendencies were more positively influenced by a paternalistic leader than people who had low collectivistic tendencies in both countries. However, individualism did not have any moderating effects on the relationship between empowering leadership style and self‐oriented OCB (i.e., job dedication). Our findings are relevant for understanding the effects of leadership styles and cultural orientations on self‐ versus other‐oriented OCB in Turkey and the Netherlands.     

Self‐Engagement Moderates the Mediated Relationship Between Organizational Constraints and Organizational Citizenship Behaviors Via Rated Leadership

We examined self‐engagement in job performance in a moderated mediation model where engagement moderated the relationship between organizational constraints and ratings of leadership effectiveness, and ratings of leadership effectiveness mediated the relationship between organizational constraints and organizational citizenship behaviors (OCBs). University employees representing diverse occupations completed measures of self‐engagement, organizational constraints, and leader effectiveness. Supervisors provided ratings of OCB. Tests of mediated moderation using random coefficient modeling revealed that leadership mediated the relationship between constraints and OCB for highly engaged employees. Results are discussed in terms of highly engaged workers being attuned to stressors in the work environment that may compromise performance, potentially blaming leaders for the presence of these obstacles, thus causing withdrawal of effort on nonessential performance tasks.     

How low does ethical leadership flow? Test of a trickle-down model

This research examines the relationships between top management and supervisory ethical leadership and group-level outcomes (e.g., deviance, OCB) and suggests that ethical leadership flows from one organizational level to the next. Drawing on social learning theory [Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.; Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall.] and social exchange theory [Blau, p. (1964). Exchange and power in social life. New York: John Wiley.], the results support our theoretical model using a sample of 904 employees and 195 managers in 195 departments. We find a direct negative relationship between both top management and supervisory ethical leadership and group-level deviance, and a positive relationship with group-level OCB. Finally, consistent with the proposed trickle-down model, the effects of top management ethical leadership on group-level deviance and OCB are mediated by supervisory ethical leadership.     

Perceived organizational career management and career adaptability as predictors of success and turnover intention among Chinese employees

Based on the theories of career construction and of social exchange, the current research examined the joint and interactive effects of perceived organizational career management and career adaptability on indicators of career success (i.e., salary and career satisfaction) and work attitudes (i.e., turnover intention) among 654 Chinese employees. The results showed that career adaptability played a unique role in predicting salary after controlling for the effects of demographic variables and perceived organizational career management. It was also found that both perceived organizational career management and career adaptability correlated negatively with turnover intention, with these relationships mediated by career satisfaction. The results further showed that career adaptability moderated the relationship between perceived organizational career management and career satisfaction such that this positive relationship was stronger among employees with a higher level of career adaptability. In support of the hypothesized moderated mediation model, for employees with a higher level of career adaptability, the indirect effect of perceived career management on turnover intention through career satisfaction was stronger. These findings carry implications for research on career success and turnover intention.     

员工伦理型领导原型对伦理型领导有效性的影响：员工崇敬感的中介作用

基于工作场所中具体积极情绪的理论模型和内隐领导理论, 探究了伦理型领导对员工工作绩效的影响机制, 具体是检验了崇敬感的中介作用和员工伦理型领导原型的调节作用。通过对一项问卷调查研究(193份上下级配对数据)和两个情境实验获得的实证数据进行统计分析, 结果表明: 伦理型领导能够正向影响员工的崇敬感; 崇敬感能够中介伦理型领导对组织公民行为的积极作用, 但对任务绩效的中介效应并不显著; 此外, 员工的伦理型领导原型会强化伦理型领导与员工崇敬感之间的正向关系, 即相比于拥有低伦理型领导原型的员工, 拥有高伦理型领导原型的员工更容易对伦理型领导产生崇敬感; 崇敬感能够中介伦理型领导与员工伦理型领导原型的交互作用对组织公民行为的影响。     

授权赋能领导行为对员工内部人身份感知的影响:基于组织的自尊的调节作用

从组织投资的视角,研究授权赋能领导行为、内部人身份感知与组织公民行为之间的关系.通过问卷调查,搜集了一家企业146名主管和下属的配对数据.研究结果表明,领导授权赋能行为对员工内部人身份感知有积极的影响作用,同时,内部人身份感知在授权赋能领导行为和员工组织公民行为之间起到完全中介作用,同时,员工基于组织的自尊对内部人身份感知的中介效应起到调节作用.最后还讨论了未来的研究方向和实际应用的意义等内容.     

Proservice or antiservice employee behaviors: A multilevel ethics perspective

We adopt a multilevel approach to investigate ethical ideology, moral leadership, and ethical climate in predicting service-oriented organizational citizenship behavior (OCB) and service sabotage. Data were collected from 36 food and beverage units in hotels in Taiwan. The sample comprised 504 employees and 36 supervisors. Results show that idealism is positively related with service-oriented OCB, but negatively related with service sabotage; relativism is the opposite. Moral leadership and ethical climate are both positively related with service-oriented OCB and negatively related with service sabotage. In addition, moral leadership moderates the relationship between relativism and service-oriented OCB. Ethical climate moderates the relationship between idealism and service-oriented OCB and service sabotage. The implications of this study for research and practice are discussed.     

授权赋能领导行为与组织公民行为:员工的领导认同感和组织心理所有权的作用

认同感和控制感出发,研究授权赋能领导行为对员工组织公民行为的作用机制和边界条件。通过问卷调查,搜集了162名主管及其460名直接下属的数据。研究结果表明,授权赋能领导行为对员工对主管的领导认同感有积极影响作用;领导认同感在授权赋能领导行为与员工组织公民行为之间起到中介作用;员工对组织的心理所有权对领导认同感的中介效应起到调节作用。     

Shared leadership and team effectiveness: The examination of LMX differentiation and servant leadership on the emergence and consequences of shared leadership

This study examined the effects of leader–member exchange (LMX) differentiation on team-shared leadership and team effectiveness. Drawing on the group engagement model, we suggested that LMX differentiation negatively affects team-shared leadership and team effectiveness (i.e., team performance and team organizational citizenship behavior [OCB]). Servant leadership weakens the negative effects of LMX differentiation on shared leadership. We tested our predictions using data from a sample of 336 salespersons nested in 110 sales teams in China. We found that shared leadership mediated the relationships between LMX differentiation with both team performance and team OCB. In addition, servant leadership moderated the relationship between LMX differentiation and shared leadership and the indirect relationship between LMX differentiation with both team performance and team OCB.     

Positive Group Affective Tone and Team Creative Performance and Change‐Oriented Organizational Citizenship Behavior: A Moderated Mediation Model

Despite the vast amount of research on creativity and organizational citizenship behavior (OCB), little knowledge has been accumulated with respect to underlying mechanisms and boundary conditions affecting team creative performance and change OCB. To fill this research gap, this study aims at proposing and testing a moderated mediation model that delineates the relationships among positive group affective tone (PGAT), team reflexivity, team leader transformational leadership, team creative performance, and team change OCB. As hypothesized, PGAT was positively associated with team reflexivity, which in turn significantly predicted team creative performance and change OCB. In addition, the relationship between PGAT and team reflexivity and the indirect effects of PGAT on team creative performance and change OCB through team reflexivity were more pronounced when team leader transformational leadership was high than when it was low. These findings were validated in a post hoc analysis that compared the proposed moderated mediation model with alternative models.     

绩效考核满意度对工作退缩行为的影响:有调节的中介效应

绩效考核满意度对员工工作行为的影响和作用机制一直是组织行为领域研究的重点。本研究采用《绩效考核满意度量表》、《在职行为量表》等研究工具,抽取419名在职员工,考察绩效考核满意度与工作退缩行为之间的关系以及组织公平感、道德型领导在其二者关系上的作用机制。结果发现:(1)绩效考核满意度与工作退缩行为之间存在显著负相关。(2)道德型领导调节绩效考核满意度和组织公平感之间的关系。(3)道德型领导调节绩效考核满意度和工作退缩行为之间的关系。(4)道德型领导和绩效考核满意度的交互作用通过分配公平、程序公平影响工作退缩行为。     

亲组织非伦理行为对员工职业发展的影响：一个跨层的被调节中介

亲组织非伦理行为（UPB）作为一种非利己型的非伦理行为正逐渐受到学界的关注,当前研究大多围绕UPB的前因和形成机制展开,但缺乏对UPB结果变量的探讨。本研究通过对92名主管与399名员工的数据进行跨层次分析,探讨UPB对职业发展的影响机制。研究发现：UPB显著正向影响职业发展,上下级关系在UPB与职业发展之间起着部分中介作用,伦理型领导负向调节上下级关系对UPB与职业发展关系间的中介作用。     

主动性人格与员工行为的关系：政治技能视角下有中介的调节模型

本研究通过两时点纵向问卷调查,探讨主动性人格与组织公民行为、任务绩效之间的关系,考察主动社会化行为在其中的中介作用,以及政治技能的调节作用。结果表明：（1）主动社会化行为在主动性人格和组织公民行为、任务绩效之间起中介作用;（2）政治技能对主动社会化行为在主动性人格和组织公民行为、任务绩效之间的中介效应起调节作用：当政治技能水平上升,主动性人格通过主动社会化行为对组织公民行为及任务绩效的预测更加明显。     

主动性人格与员工行为的关系：政治技能视角下有中介的调节模型

本研究通过两时点纵向问卷调查,探讨主动性人格与组织公民行为、任务绩效之间的关系,考察主动社会化行为在其中的中介作用,以及政治技能的调节作用。结果表明：（1）主动社会化行为在主动性人格和组织公民行为、任务绩效之间起中介作用;（2）政治技能对主动社会化行为在主动性人格和组织公民行为、任务绩效之间的中介效应起调节作用：当政治技能水平上升,主动性人格通过主动社会化行为对组织公民行为及任务绩效的预测更加明显。     

Ethical leadership and organizational citizenship behaviours: the moderating role of organizational identification

This study examines whether the relationship between ethical leadership and organizational citizenship behaviours (OCBs) is contingent on organizational identification. Drawing on substitutes for leadership theory, the study proposes that the relationship between ethical leadership and OCBs will be attenuated when employees strongly identify with their organization. Using a sample of Egyptian banking sector employees, this proposition was tested with hierarchal linear modelling (HLM). The results revealed that the positive relationship between ethical leadership and OCBs was stronger for those lower in organizational identification than for those higher in identification. Overall, the findings of the study shed new light on the conditions through which ethical leadership enhances OCBs.     

Predicting Chinese human resource managers' strategic competence: Roles of identity,career variety,organizational support and career adaptability

Based on career construction theory, the predictors of human resource managers' strategic competence in the Chinese context were examined. Results from a survey administered to Chinese HR managers (N = 220) showed that professional identification, career variety and organizational support for strategic human resource management positively predicted Chinese human resource managers' strategic competence. In addition, career adaptability served as a significant mediator for the above relations. The results further showed that the effect of professional identification on career adaptability was stronger among employees who perceived a higher (vs. lower) level of organizational support for strategic human resource management. The corresponding moderated mediation model was also supported such that the indirect effect of professional identification on strategic competence was stronger among employees who perceived a higher (vs. lower) level of organizational support for strategic human resource management. These findings carry implications for career construction theory and human resource managers' career development in China.     

Proactive personality and career adaptability: The role of thriving at work

This is a pioneer study to examine the mechanism underlying the relationship between proactive personality and career adaptability. Using a moderated mediation approach, it tested the mediating effect of thriving on this relationship and the moderating effect of proactive personality on the relationship between thriving and career adaptability. Three hundred and sixty-four adult employees participated in the survey study. Results demonstrated that proactive personality first promoted individuals' thriving at work, which in turn led to improved career adaptability. In addition, the effect of thriving on career adaptability was found to be stronger for those individuals with low rather than high proactive personality. In supporting this, the moderated mediation analysis further indicated that low proactive individuals, compared to their high proactive counterparts, relied more on thriving when developing career adaptability resources. These findings have important implications for career research and career counseling practices.