追随者主动工作行为的上行影响：内隐追随视角

主动工作行为, 作为推动组织与时俱进、健康发展的重要保障, 已成为组织行为研究领域的热点主题。然而, 以往研究在探索追随者主动工作行为的上行影响时, 却出现了悖论: 一些研究发现主动工作行为能激发领导者的积极评价, 另一些研究却指出主动工作行为会招致领导者的负面对待。为解释此矛盾现象, 基于内隐追随理论建构了一个主动工作行为的上行影响模型。该理论模型指出, 领导者的内隐追随信念决定了追随者主动工作行为究竟引发领导者的何种反应。先介绍领导者主动型内隐追随的概念与测量, 然后论证追随者主动工作行为与领导者主动型内隐追随的契合程度对领导者的影响, 在此基础上提出领导者核心情绪(高兴、紧张、沮丧与满足)的中介作用。文章为后续主动工作行为实证研究提供了一个理论分析框架。

The bottom-up effect of followers' proactive work behavior: An implicit followership perspective

Proactive work behaviors, which are crucial for the long-term development of organizations, have become a hot topic in the organizational behavior research field. However, prior studies have indicated that followers' proactive work behaviors may exert a mixed-blessing effect on their leaders, such that these behaviors sometimes trigger leaders' positive evaluation but sometimes evoke leaders' negative treatment. To reconcile these conflicting findings, this theoretical paper draws upon implicit followership theory to develop a model of the bottom-up effect of followers' proactive work behavior. This model proposes that whether proactive followers evoke their leaders' positive or negative reaction depends on leaders' implicit followership. This paper first discussed the definition and dimension of leaders' proactive implicit followership and then illustrated how the congruence level between followers' proactive work behavior and leaders' proactive implicit followership shapes leaders' reactions and identified the mediating role of core emotions (e.g., happiness, tension, disappointment, and satisfaction). This paper provides a theoretical framework for future research to conduct empirical investigations on proactive work behavior.