伦理型领导对员工建言行为的影响研究—基于建言氛围视角

Main Article Content

Yueqiao Liang
Long Ye

บทคัดย่อ

          近年来,学者们从不同的视角来探索伦理型领导如何影响员工的建言行为。本研究旨在从建言氛围视角探索伦理型领导如何影响员工建言行为。采用问卷调查法,以广西9家企事业单位424名员工为样本,探讨建言氛围在伦理型领导与员工建言行为之间的作用。采用SPSS和AMOS统计软件对数据进行分析,回归分析结果表明,伦理型领导正向影响建言氛围和员工建言行为,建言氛围在伦理型领导与员工建言行为之间起中介效应。


 


          In recent years, researchers have studied the mechanism of ethical leadership’s effects on employee voice behavior from different perspectives. This research aimed at exploring how ethical leadership affects employee voice behavior from the perspective of voice climate. A structural questionnaire was employed as the research instrument for this study. Taking 424 employees from nine enterprises and public service institutions in Guangxi as samples, the study explored the mechanism of ethical leadership's effects on employee voice behavior. SPSS and AMOS were used as the analytical instrument, and the multiple linear regression equation showed that ethical leadership positively affected voice climate and employee voice behavior, and voice climate played the mediating role between ethical leadership and employee voice behavior.

Article Details

บท
บทความวิจัย

References

Baron, R. M. & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.

Blake, R. R. & Mouton, J. S. (1964). The Managerial Grid. Houston: Gulf Publishing.

Brown, M. E. & Trevino, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly,17, 595-616.

Brown, M. E., Trevino, L. K. & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.

Chen, M. M. (2015). A study on group voice climate in Chinese enterprises. Ph.D. Thesis, Southwest University. [in Chinese]

De Hoogh, A. H. B. & Den Hartog, G. N. (2008). Ethical and despotic leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates’ optimism: a multi-method study. The Leadership Quarterly, 19(3), 297-311.

Detert, J. R. & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy ofManagement Journal, 50(4), 869-884.

Duan, J. Y. & Huang, C. Y. (2013).The mechanism of employee’s sense of power on speaking-up: A power cognition perspective.Acta Psychologica Sinica, 45(2), 217-230. [in Chinese]

Duan, J. Y. & Huang, C. Y. (2014).The mechanism of individual-focused transformational leadership on employee voice behavior: A self-determination perspective. Nankai Business Review, 17(4), 98-109. [in Chinese]

Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.

Enderle, G. (1987). Some perspectives of managerial ethical leadership. Journal of Business Ethics,6(8), 657-663.

Frazier M. L. & Fainshmidt, S. (2012). Voice climate, work outcomes, and the mediating role of psychological empowerment: A multilevel examination. Group & Organization Management, 37(6) 691-715.

Frazier, M. L. (2009). Voice climate in organizations: A group-level examination of antecedents and performance outcomes. Ph.D. Thesis, Oklahoma State University.

Fuller, J. B., Marler, L. E. & Hester, K. (2006). Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design. Journal of Organizational Behavior, 27, 1089-1120.

Hames, K. M. (2012). Employees’ voice climate perceptions and perceived importance of voice behaviour: Links with important work-related outcomes. B.D. Thesis, Murdoch University.

Han, L. L. & Zhang, C. Y. (2015). Influence of ethical leadership on subordinates’ work attitude and behavior—Based on the mediating effect of justice perception. Soft Science, 29(6), 86-89, 125. [in Chinese]

Jing, B. F. (2015). Effects of authoritarian leadership on employee voice behavior: An analysis of its moderating-mediating role. Leadership Science, (4), 50-53. [in Chinese]

LePine, J. A. & Van Dyne, L. (1998). Predicting voice behavior in work groups. Journal of Applied Psychology, 83, 853-868.

LePine, J. A. & Van Dyne, L. (2001). Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with Big Five personality characteristics and cognitive ability. Journal of AppliedPsychology, 86, 326-336.

Liang, J. & Tang, J. (2009). A multi-level study of employee voice: Evidence from a chain of retail stores in China. Nankai Business Review, 12(3), 125-134.

Liang, J. (2014). Ethical leadership and employee voice: Examining a moderated-mediation model. Acta Psychologica Sinica, 46(2), 252-264. [in Chinese]

Liang, J., Farh, C. C. & Farh, J. L. (2008). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. The Third Biannual Conference of the International Associate of Chinese Management Research (IACMR) in Guangzhou, China, 1-52.

Liang, J., Farh, C. C. & Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal,55(1), 71-92.

Liang, Y. Q. (2017). Preliminary exploration of construct and measurement of voice climate.Paper presented at the 7th Panyapiwat National Academic Conference, Bangkok, Thailand.

Liu, W., Zhu, R. & Yang, Y. (2010). I warn you because I like you: Voice behavior, employee identifications, and transformational leadership. The LeadershipQuarterly, 21, 189-202.

Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M. & Salvador, R. (2009). How low does ethical leadership flow? Test of a trickle-down model. OrganizationalBehavior and Human Decision Processes, 108, 1-13.

Meng, H., Song, J. W., Ai, Y. F. & Chen, X. R. (2014). Preliminary exploration of construct and measurement of Chinese ethical leadership. Chinese Journal of Management, 11(8), 1101-1108. [in Chinese]

Morrison, E. W., Wheeler-Smith, S. L. & Kamdar, D. (2011). Speaking up in groups: A cross-level study of group voice climate and voice. Journal of Applied Psychology, 96(1), 183-191.

Neubert, M., Carlson, D. S., Kacmar, K. M., Roberts, J. & Chonko, L. (2009). The virtuous influence of ethical leadership behavior: Evidence from the field. Journal of Business Ethics, 90, 157-170.

Ng, T. W. H. & Feldman, D. C. (2012). Employee voice behavior: A meta-analytic test of the conservation of resources framework. Journal of Organizational Behavior,33(2), 216-234.

Ren, C. Z. & Deng, Z. (2013). Ethical leadership and employee voice: examining the moderating role of role-breadth self-efficacy. Journal of Southwestern University for Nationalities: Natural Science Edition, 39(2), 280-285. [in Chinese]

Ryan, K. D. & Oestreich, D. K. (1991). Driving fear out of the workplace: How to overcomethe invisible barriers to quality, productivity, and innovation. San Francisco: Jossey-Bass.

Salancik, G. R. & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23, 224-253.

Schaubroeck, J. M., Hannah, S. T., Avolio, B. J., Kozlowski, S. W. J., Lord, R. G., Trevino, L. K. & Peng, A. C. (2012). Embedding ethical leadership within and across organizational levels. Academy of Management Journal, 55(5), 1053-1078.

Schneider, B. & Reichers, A. (1983). On the etiology of climate. Personnel Psychology, 36(1), 19-39.

Schneider, B. (1975). Organizational climates: An essay. Personnel Psychology, 28, 447-479.

Treviño, L. K. & Brown, M. E. (2005). The role of leaders in influencing unethical behavior in the workplace. In Roland, K. & Chirstopher, L. M. (Eds.). Managing Organizational Deviance.Thousand Oaks, CA: Sage.

Treviño, L. K., Hartman, L. P. & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4), 128-142.

Van Dyne, L. & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41(1), 108-119.

Van Dyne, L., Ang, S. & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40(6), 1359-1392.

Van Dyne, L., Cummings, L. L. & Parks, J. (1995). Extra-role behaviors: In pursuit of construct and definitional clarity. In Barry, M. S. & Larry, L. L. (Eds.). Research inorganizational behavior. (Vol. 17, pp. 215-285). Greenwich, CT: JAI.

Walumbwa, F. O. & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275-1286.

Walumbwa, F. O., Morrison, E. W. & Christensen, A. (2011). The effect of ethical leadership on group performance: The mediating role of group conscientiousness and group voice. Working paper, University of Arizona.

Wang, J. J. (2016). Antecedents of group voice climate: The emergence of group member characteristics. M.A. Thesis, Soochow University. [in Chinese]

Yu, T. (2012). Construct of ethical leadership and its effects on employee voice behavior: the mediating role of psychological empowerment and psychological safety. M.A. Thesis, Southwest University. [in Chinese]

Zalesny, M. D. & Ford, J. K. (1990). Extending the social information processing perspective: New links to attitudes, behaviors, and perceptions. Organizational Behavior and Human Decision Processes, 47, 205-246.

Zhang, X. L. & Zhong, M. (2012). Effects of ethical leadership on employee voice behavior. Chinese Journal of Ergonomics, 18(4), 77-81.