管理评论 ›› 2021, Vol. 33 ›› Issue (7): 237-248.

• 组织行为与人力资源管理 • 上一篇    

自利型领导对员工越轨行为的影响:基于认知和情感的双路径研究

周芳芳1, 陆露1, 张亚军1, 张军伟2   

  1. 1. 贵州财经大学工商管理学院, 贵阳 550025;
    2. 广东工业大学管理学院, 广州 510520
  • 收稿日期:2020-01-13 发布日期:2021-08-02
  • 通讯作者: 陆露(通讯作者),贵州财经大学工商管理学院副教授,博士
  • 作者简介:周芳芳,贵州财经大学工商管理学院硕士研究生;张亚军,贵州财经大学工商管理学院教授,博士生导师,博士;张军伟,广东工业大学管理学院副教授,博士。
  • 基金资助:
    国家自然科学基金青年项目(72002056;71602065);教育部人文社会科学规划基金项目(18YJA630149);贵州财经大学引进人才科研启动项目(2018YJ53)。

The Impact of Self-serving Leadership on Employees' Deviant Behavior: A Cognitive and Affective Dual-Pathway Model

Zhou Fangfang1, Lu Lu1, Zhang Yajun1, Zhang Junwei2   

  1. 1. School of Business Administration, Guizhou University of Finance and Economics, Guiyang 550025;
    2. School of Management, Guangdong University of Technology, Guangzhou 510520
  • Received:2020-01-13 Published:2021-08-02

摘要: 在企业中,领导者有时会为了个人利益而参与腐败、滥用公司资源来谋取个人私利,这类将个人利益和福祉置于下属需要和组织目标之上的领导行为被定义为自利型领导。尽管已有研究开始关注自利型领导对团队和员工的消极影响,但在自利型领导如何影响下属行为方面我们仍知之甚少。本文基于认知-情感加工系统框架构建了一个自利型领导影响下属越轨行为的双路径模型,检验了下属道德推脱和愤怒在自利型领导和越轨行为之间的中介作用,以及下属公正敏感性的调节作用。采用多层线性模型,对75个部门(团队)的444名员工的问卷调查数据进行分析,结果支持了理论假设。自利型领导通过触发下属的认知变化(道德推脱)和情绪变化(愤怒)来引发越轨行为;公正敏感性正向调节上述两条路径,当公正敏感性高时,该影响加强;当公正敏感性低时,该影响减弱。本文推进了自利型领导的结果研究,并揭示了自利型领导影响下属越轨行为的过程机制和边界条件,对相关理论研究和管理实践具有启发意义。

关键词: 自利型领导, 越轨行为, 道德推脱, 愤怒, 公正敏感性

Abstract: In enterprises, leaders sometimes are involved in corruption by using company's resources for their own benefit. We define such leaders who place their own well-being and interests above both their followers' needs and the goals of the organization as self-serving leadership. Though researchers have examined the negative influences of self-serving leadership on groups and employees, we still know little about how self-serving leadership impacts subordinates' behavior. Drawing on cognitive-affective processing system framework, the current study propose a dual-pathway model that self-serving leadership influences subordinates' deviant behavior, and examines the mediating effects of moral disengagement and anger emotion, as well as the moderating effect of justice sensitivity. We use HLM to analyze data collected from 444 employees of 75 groups. Results show that self-serving leadership positively influences subordinates' organizational and interpersonal deviance behavior through the mediating effects of moral disengagement and anger. Justice sensitivity moderates these indirect effects, such that when justice sensitivity is high, the indirect effect is stronger. Our study extends the research on the outcomes of self-serving leadership and reveals the process mechanisms through which self-serving leadership influences subordinates' deviant behavior, as well as the boundary conditions.

Key words: self-serving leadership, deviant behavior, moral disengagement, anger, justice sensitivity