伦理型领导与团队任务绩效的关系研究:一个有调节的中介模型
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摘要
伦理型领导对团队绩效的影响是学术界和企业界共同关注的一个热点问题。以往研究基本上都是运用社会交换理论来解释这种影响,对社会交换所必需的认知和情境因素则重视不足。通过构建一个有调节的中介模型,探究团队过程中基于信任视角的中介机制和基于价值观一致的调节机制,实证数据表明:伦理型领导正向影响团队绩效,员工对领导的信任在其中发挥完全中介作用;同时,道德认同对这一关系起调节作用,团队的道德认同水平越高,伦理型领导(经由员工对领导信任)对团队绩效的间接作用越强。
Team work mode creates more achievements than individual mode in today's enterprises and thus becomes ever more popular.However,ethical crisis in the team,once emerges,will significantly affect group outcome.The leader contributes to the team's morality so much that ethical leadership has become an important research subject these years.To make clear how much an ethical leadership would affect on the group performance seems both theoretically and practically meaningful.Previous studies usually use social exchange theory to explain the interaction between an ethical leader and his team members.Two shortcomings commonly exist in such researches.First,they mostly focus on the behavior mechanism rather than the cognition mechanism,leading to the neglect over the analysis on and digging into the trust mechanism.Second,they neglected the necessary situational condition in the social exchange process,i.e.,only when the two parties follow the same moral protocols will they be able to follow the mutual favored rules required by the social exchanges.To solve these problems,this research constructs a theoretical model and conducts empirical studies in respects of the mediation mechanism and the marginal conditions of an ethical leader's influences on group performances.We firstly,based on four possible explanations,hypothesize that ethical leadership enhances group task performance.Secondly,we reveal the mediation mechanism by introducing trust perspective.According to social exchange theory,reciprocity will happen in a mature social exchange relationship,whereas mutual trust is the key to ensure that such responsibility will be fulfilled.On one hand,ethical leaders have behavioral consistency with his words and benevolence toward others.These characters will affect team members' trust towards ethical leaders.On the other hand,trust towards leaders will enhance interpersonal interaction within team and improve employees' working attitude,and ultimately improve team performance.Therefore,we hypothesized ethical leadership influenced group task performance through trust in leaders.In addition,we examine the moderating effect of group-level moral identity from the perspective of value congruence.When team members have higher moral identity,they will have a consistent moral standard with ethical leader,which produce a coherent behavior standard and mutual trust,resulting in expected group outcome.Accordingly,we hypothesized group-level moral identity moderate the relation between ethical leadership and trust in leaders.Finally,we systematically built an integrative moderated mediation model.Empirically,we collected data of 81 work groups from several Chinese companies(395 members and81 leaders were included).Regression analysis provided supporting evidence for all the hypotheses.Ethical leadership increases subordinates' trust in the leaders,and further increases group performances.Such effect will be stronger when there is higher group-level moral identity.These findings emphasize the importance of trust in social exchange process,and deepen the understanding of social exchange theory.More importantly,the research outcome will enhance ethical leadership study.Finally,the limitation of our study is discussed.A longitudinal research design and contextual questionnaire should be further developed in the future.
Team work mode creates more achievements than individual mode in today's enterprises and thus becomes ever more popular.However,ethical crisis in the team,once emerges,will significantly affect group outcome.The leader contributes to the team's morality so much that ethical leadership has become an important research subject these years.To make clear how much an ethical leadership would affect on the group performance seems both theoretically and practically meaningful.Previous studies usually use social exchange theory to explain the interaction between an ethical leader and his team members.Two shortcomings commonly exist in such researches.First,they mostly focus on the behavior mechanism rather than the cognition mechanism,leading to the neglect over the analysis on and digging into the trust mechanism.Second,they neglected the necessary situational condition in the social exchange process,i.e.,only when the two parties follow the same moral protocols will they be able to follow the mutual favored rules required by the social exchanges.To solve these problems,this research constructs a theoretical model and conducts empirical studies in respects of the mediation mechanism and the marginal conditions of an ethical leader's influences on group performances.We firstly,based on four possible explanations,hypothesize that ethical leadership enhances group task performance.Secondly,we reveal the mediation mechanism by introducing trust perspective.According to social exchange theory,reciprocity will happen in a mature social exchange relationship,whereas mutual trust is the key to ensure that such responsibility will be fulfilled.On one hand,ethical leaders have behavioral consistency with his words and benevolence toward others.These characters will affect team members' trust towards ethical leaders.On the other hand,trust towards leaders will enhance interpersonal interaction within team and improve employees' working attitude,and ultimately improve team performance.Therefore,we hypothesized ethical leadership influenced group task performance through trust in leaders.In addition,we examine the moderating effect of group-level moral identity from the perspective of value congruence.When team members have higher moral identity,they will have a consistent moral standard with ethical leader,which produce a coherent behavior standard and mutual trust,resulting in expected group outcome.Accordingly,we hypothesized group-level moral identity moderate the relation between ethical leadership and trust in leaders.Finally,we systematically built an integrative moderated mediation model.Empirically,we collected data of 81 work groups from several Chinese companies(395 members and81 leaders were included).Regression analysis provided supporting evidence for all the hypotheses.Ethical leadership increases subordinates' trust in the leaders,and further increases group performances.Such effect will be stronger when there is higher group-level moral identity.These findings emphasize the importance of trust in social exchange process,and deepen the understanding of social exchange theory.More importantly,the research outcome will enhance ethical leadership study.Finally,the limitation of our study is discussed.A longitudinal research design and contextual questionnaire should be further developed in the future.
引文
[1]Cohen S.G.&Bailey D.E.,″What Makes Teams Work:Group Effectiveness Research from the Shop Floor to the Executive Suite,″Journal of Management,Vol.23,No.3(1997),pp.239-490.
[2]Klimoski R.&Mohammed S.,″Team Mental Model:Construct or Metaphor?″Journal of Management,Vol.20,No.2(1994),pp.403-437.
[3]Trevi1o L.K.,Brown M.&Hartman L.P.,″A Qualitative Investigation of Perceived Executive Ethical Leadership:Perceptions from Inside and Outside the Executive Suite,″Human Relations,Vol.56,No.1(2003),pp.5-37.
[4]Yang L.R.,Huang C.F.&Hsu T.J.,″Knowledge Leadership to Improve Project and Organizational Performance,″International Journal of Project Management,Vol.32,No.1(2014),pp.40-53.
[5]Walumbwa F.O.,Morrison E.W.&Christensen A.L.,″Ethical Leadership and Group In-role Performance:The Mediating Roles of Group Conscientiousness and Group Voice,″The Leadership Quarterly,Vol.23,No.5(2012),pp.953-964.
[6]Borman W.C.&Motowidlo S.J.,″Task Performance and Contextual Performance:The Meaning for Personnel Selection Research,″Human Performance,Vol.10,No.2(1997),pp.99-109.
[7]Mathieu J.,Maynard M.T.&Rapp T.et al.,″Team Effectiveness 1997-2007:A Review of Recent Advancements and a Glimpse into the Future,″Journal of Management,Vol.34,No.3(2008),pp.410-476.
[8]Brown M.E.&Trevi1o L.K.,″Ethical Leadership:A Review and Future Directions,″The Leadership Quarterly,Vol.17,No.6(2006),pp.595-616.
[9]Blau P.M.,Exchange and Power in Social Life,New York:Wiley,1964.
[10]Cropanzano R.&Mitchell M.S.,″Social Exchange Theory:An Interdisciplinary Review,″Journal of Management,Vol.31,No.6(2005),pp.874-900.
[11]Weaver G.R.,Trevi1o L.K.&Cochran P.L.,″Corporate Ethics Practices in the Mid-1990’s:An Empirical Study of the Fortune 1 000,″Journal of Business Ethics,Vol.18,No.3(1999),pp.283-294.
[12]Brown M.E.&Mitchell M.S.,″Ethical and Unethical Leadership:Exploring New Avenues for Future Research,″Business Ethics Quarterly,Vol.20,No.4(2010),pp.583-616.
[13]Wang D.X.,Tsui A.S.&Zhang Y.et al.,″Employment Relationships and Firm Performance:Evidence from an Emerging Economy,″Journal of Organizational Behavior,No.24(2003),pp.511-534.
[14]Schriesheim C.A.,Castro S.L.&Cogliser C.C.,″Leader-member Exchange(LMX)Research:AComprehensive Review of Theory,Measurement,and Data-analytic Practices,″The Leadership Quarterly,Vol.10,No.1(1999),pp.63-113.
[15]Dirks K.T.&Ferrin D.L.,″Trust in Leadership:Meta-analytic Findings and Implications for Research and Practice,″Journal of Applied Psychology,Vol.87,No.4(2002),pp.611-628.
[16]Aquino K.&Reed A.,″The Self-importance of Moral Identity,″Journal of Personality and Social Psychology,Vol.83,No.6(2002),pp.1423-1440.
[17]Brown M.E.,Trevino L.K.&Harrison D.A.,″Ethical Leadership:A Social Learning Perspective for Construct Development and Testing,″Organizational Behavior and Human Decision Processes,No.92(2005),pp.117-134.
[18]Tschan F.,Semmer N.K.&Gautschi D.et al.,″Leading to Recovery:Group Performance and Coordinative Activities in Medical Emergency Driven Groups,″Human Performance,Vol.19,No.3(2006),pp.277-304.
[19]Walumbwa F.O.&Schaubroeck J.,″Leader Personality Traits and Employee Voice Behavior:Mediating Roles of Ethical Leadership and Work Group Psychological Safety,″Journal of Applied Psychology,Vol.94,No.5(2009),pp.1275-1286.
[20]Costa P.T.,McCrea R.R.&Revised N.E.O.,″Personality Inventory(NEO PI-R)and the NEO Five Factor Inventory Psychological Assessment Resources,″http://www.statisticssolutions.com/neo-personalityinventory-revised-neo-pi-r/,2016-09-12.
[21]Hofmann D.A.&Jones L.M.,″Leadership,Collective Personality,and Performance,″Journal of Applied Psychology,Vol.90,No.3(2005),pp.509-522.
[22]MacKenzie S.B.,Podsakoff P.M.&Podsakoff N.P.,″Challenge-oriented Organizational Citizenship Behaviours and Organizational Effectiveness:Do Challenge-oriented Behaviours Really Have an Impact on the Organization’s Bottom Line?″Personnel Psychology,Vol.64,No.3(2011),pp.559-592.
[23]Walumbwa F.O.,M.Mayer D.&Wang P.et al.,″Linking Ethical Leadership to Employee Performance:The Roles of Leader-member Exchange,Self-efficacy,and Organizational Identification,″Organizational Behavior and Human Decision Processes,Vol.115,No.2(2011),pp.204-213.
[24]Emerson R.M.,″Social Exchange Theory,″Annual Review of Sociology,No.2(1976),pp.335-362.
[25]Edwards J.R.&Cable D.M.,″The Value of Value Congruence,″Journal of Applied Psychology,Vol.94,No.3(2009),pp.654-677.
[26]Bernerth J.B.&Walker H.J.,″Propensity to Trust and the Impact on Social Exchange an Empirical Investigation,″Journal of Leadership&Organizational Studies,Vol.15,No.3(2009),pp.217-226.
[27]Butler J.K.,″Toward Understanding and Measuring Conditions of Trust:Evolution of a Conditions of Trust Inventory,″Journal of Management,Vol.17,No.3(1991),pp.643-663.
[28]May D.R.,Chan A.Y.L.&Hodges T.D.et al.,″Developing the Moral Component of Authentic Leadership,″Organizational Dynamics,Vol.32,No.3(2003),pp.247-260.
[29]Zheng X.,Zhu W.&Yu H.et al.,″Ethical Leadership in Chinese Organizations:Developing a Scale,″Front.Bus.Res.China,Vol.5,No.1(2011),pp.179-190.
[30]Dirks K.T.,″The Effects of Interpersonal Trust on Work Group Performance,″Journal of Applied Psychology,Vol.84,No.3(1999),p.445.
[31]Rich G.A.,″The Sales Manager as a Role Model:Effects of Trust,Job Satisfaction and Performance of Salespeople,″Journal of the Academy of Marketing Science,Vol.25(1997),pp.319-328.
[32]Kristof A.L.,″Person-organization Fit:An Integrative Review of Its Conceptualizations,Measurement,and Implications,″Personnel Psychology,Vol.49,No.1(1996),pp.1-49.
[33]Erdogan B.,Kraimer M.L.&Liden R.C.,″Work Value Congruence and Intrinsic Career Success:The Compensatory Roles of Leader-member Exchange and Perceived Organizational Support,″Personnel Psychology,Vol.57,No.2(2004),pp.305-332.
[34]Reynolds S.J.&Ceranic T.L.,″The Effects of Moral Judgment and Moral Identity on Moral Behavior:An Empirical Examination of the Moral Individual,″Journal of Applied Psychology,Vol.92,No.6(2007),pp.1610-1624.
[35]Edwards J.R.&Lambert L.S.,″Methods for Integrating Moderation and Mediation:A General Analytical Framework Using Moderated Path Analysis,″Psychological Methods,Vol.12,No.1(2007),pp.1-22.
[36]Zhang Y.,LePine J.A.&Buckman B.R.et al.,″It’s Not Fair…or Is It?The Role of Justice and Leadership in Explaining Work Stressor-job Performance Relationships,″Academy of Management Journal,Vol.57,No.3(2014),pp.675-697.
[37]Cook J.&Wall T.,″New Work Attitude Measures of Trust,Organizational Commitment and Personal Need Non-fulfillment,″Journal of Occupational Psychology,Vol.53,No.1(1980),pp.39-52.
[38]Wayne S.J.,Shore L.M.&Liden R.C.,″Perceived Organizational Support and Leader-member Exchange:A Social Exchange Perspective,″Academy of Management Journal,Vol.1,No.1(1997),pp.82-111.
[39]Harrison D.A.,Price K.H.&Gavin J.H.et al.,″Time,Teams,and Task Performance:Changing Effects of Surface-and Deep-level Diversity on Group Functioning,″Academy of Management Journal,Vol.45,No.5(2002),pp.1029-1045.
[40]Jackson S.E.,Joshi A.&Erhardt N.L.,″Recent Research on Team and Organizational Diversity:SWOTAnalysis and Implications,″Journal of Management,Vol.29,No.6(2003),pp.801-830.
[41]Williams L.J.&Anderson S.E.,″An Alternative Approach to Method Effects by Using Latent-variable Models:Applications in Organizational Behavior Research,″Journal of Applied Psychology,Vol.79,No.3(1994),pp.323.
[42]Klein K.J.&Kozlowski S.W.J.,″From Micro to Meso:Critical Steps in Conceptualizing and Conducting Multi-level Research,″Organizational Research Methods,Vol.3,No.3(2000),pp.211-236.
[43]Sun L.Y.&Aryee S.,″K.S.Law High-performance Human Resource Practices,Citizenship Behavior,and Organizational Performance:A Relational Perspective,″Academy of Management Journal,Vol.50,No.3(2007),pp.558-577.
[44]Shao R.,Aquino K.&Freeman D.,″Beyond Moral Reasoning:A Review of Moral Identity Research and Its Implications for Business Ethics,″Business Ethics Quarterly,Vol.18,No.4(2008),pp.513-540.
[45]Baron R.M.&Kenny D.A.,″The Moderator-mediator Variable Distinction in Psychological Research:Conceptual,Strategic,and Statistical Considerations,″Journal of Personality and Social Psychology,Vol.51,No.6(1986),pp.1173-1182.
[46]MacKinnon D.P.,Lockwood C.M.&Hoffman J.M.et al.,″A Comparison of Methods to Test Mediation and Other Intervening Variable Effects,″Psychological Methods,Vol.7,No.1(2002),pp.83-104.
[47]Preacher K.J.,Rucker D.D.&Hayes A.F.,″Addressing Moderated Mediation Hypotheses:Theory,Methods,and Prescriptions,″Multivariate Behavioral Research,Vol.42,No.1(2007),pp.185-227.
[48]van Dick R.,van Knippenberg D.&Hagele S.et al.,″Group Diversity and Group Identification:The Moderating Role of Diversity Beliefs,″Human Relations,Vol.61,No.10(2008),pp.1463-1492.
[49]Shrout P.E.&Bolger N.,″Mediation in Experimental and Nonexperimental Studies:New Procedures and Recommendations,″Psychological Methods,Vol.7,No.4(2002),pp.422-45.
[50]MacKinnon D.P.,Lockwood C.M.&Williams J.,″Confidence Limits for the Indirect Effect:Distribution of the Product and Resampling Methods,″Multivariate Behavioral Research,Vol.39,No.3(2004),pp.99-128.
[51]O’Connell W.&Bligh M.,″Emerging from Ethical Scandal:Can Corruption Really Have a Happy Ending?″Leadership,Vol.5,No.5(2009),pp.213-235.
[2]Klimoski R.&Mohammed S.,″Team Mental Model:Construct or Metaphor?″Journal of Management,Vol.20,No.2(1994),pp.403-437.
[3]Trevi1o L.K.,Brown M.&Hartman L.P.,″A Qualitative Investigation of Perceived Executive Ethical Leadership:Perceptions from Inside and Outside the Executive Suite,″Human Relations,Vol.56,No.1(2003),pp.5-37.
[4]Yang L.R.,Huang C.F.&Hsu T.J.,″Knowledge Leadership to Improve Project and Organizational Performance,″International Journal of Project Management,Vol.32,No.1(2014),pp.40-53.
[5]Walumbwa F.O.,Morrison E.W.&Christensen A.L.,″Ethical Leadership and Group In-role Performance:The Mediating Roles of Group Conscientiousness and Group Voice,″The Leadership Quarterly,Vol.23,No.5(2012),pp.953-964.
[6]Borman W.C.&Motowidlo S.J.,″Task Performance and Contextual Performance:The Meaning for Personnel Selection Research,″Human Performance,Vol.10,No.2(1997),pp.99-109.
[7]Mathieu J.,Maynard M.T.&Rapp T.et al.,″Team Effectiveness 1997-2007:A Review of Recent Advancements and a Glimpse into the Future,″Journal of Management,Vol.34,No.3(2008),pp.410-476.
[8]Brown M.E.&Trevi1o L.K.,″Ethical Leadership:A Review and Future Directions,″The Leadership Quarterly,Vol.17,No.6(2006),pp.595-616.
[9]Blau P.M.,Exchange and Power in Social Life,New York:Wiley,1964.
[10]Cropanzano R.&Mitchell M.S.,″Social Exchange Theory:An Interdisciplinary Review,″Journal of Management,Vol.31,No.6(2005),pp.874-900.
[11]Weaver G.R.,Trevi1o L.K.&Cochran P.L.,″Corporate Ethics Practices in the Mid-1990’s:An Empirical Study of the Fortune 1 000,″Journal of Business Ethics,Vol.18,No.3(1999),pp.283-294.
[12]Brown M.E.&Mitchell M.S.,″Ethical and Unethical Leadership:Exploring New Avenues for Future Research,″Business Ethics Quarterly,Vol.20,No.4(2010),pp.583-616.
[13]Wang D.X.,Tsui A.S.&Zhang Y.et al.,″Employment Relationships and Firm Performance:Evidence from an Emerging Economy,″Journal of Organizational Behavior,No.24(2003),pp.511-534.
[14]Schriesheim C.A.,Castro S.L.&Cogliser C.C.,″Leader-member Exchange(LMX)Research:AComprehensive Review of Theory,Measurement,and Data-analytic Practices,″The Leadership Quarterly,Vol.10,No.1(1999),pp.63-113.
[15]Dirks K.T.&Ferrin D.L.,″Trust in Leadership:Meta-analytic Findings and Implications for Research and Practice,″Journal of Applied Psychology,Vol.87,No.4(2002),pp.611-628.
[16]Aquino K.&Reed A.,″The Self-importance of Moral Identity,″Journal of Personality and Social Psychology,Vol.83,No.6(2002),pp.1423-1440.
[17]Brown M.E.,Trevino L.K.&Harrison D.A.,″Ethical Leadership:A Social Learning Perspective for Construct Development and Testing,″Organizational Behavior and Human Decision Processes,No.92(2005),pp.117-134.
[18]Tschan F.,Semmer N.K.&Gautschi D.et al.,″Leading to Recovery:Group Performance and Coordinative Activities in Medical Emergency Driven Groups,″Human Performance,Vol.19,No.3(2006),pp.277-304.
[19]Walumbwa F.O.&Schaubroeck J.,″Leader Personality Traits and Employee Voice Behavior:Mediating Roles of Ethical Leadership and Work Group Psychological Safety,″Journal of Applied Psychology,Vol.94,No.5(2009),pp.1275-1286.
[20]Costa P.T.,McCrea R.R.&Revised N.E.O.,″Personality Inventory(NEO PI-R)and the NEO Five Factor Inventory Psychological Assessment Resources,″http://www.statisticssolutions.com/neo-personalityinventory-revised-neo-pi-r/,2016-09-12.
[21]Hofmann D.A.&Jones L.M.,″Leadership,Collective Personality,and Performance,″Journal of Applied Psychology,Vol.90,No.3(2005),pp.509-522.
[22]MacKenzie S.B.,Podsakoff P.M.&Podsakoff N.P.,″Challenge-oriented Organizational Citizenship Behaviours and Organizational Effectiveness:Do Challenge-oriented Behaviours Really Have an Impact on the Organization’s Bottom Line?″Personnel Psychology,Vol.64,No.3(2011),pp.559-592.
[23]Walumbwa F.O.,M.Mayer D.&Wang P.et al.,″Linking Ethical Leadership to Employee Performance:The Roles of Leader-member Exchange,Self-efficacy,and Organizational Identification,″Organizational Behavior and Human Decision Processes,Vol.115,No.2(2011),pp.204-213.
[24]Emerson R.M.,″Social Exchange Theory,″Annual Review of Sociology,No.2(1976),pp.335-362.
[25]Edwards J.R.&Cable D.M.,″The Value of Value Congruence,″Journal of Applied Psychology,Vol.94,No.3(2009),pp.654-677.
[26]Bernerth J.B.&Walker H.J.,″Propensity to Trust and the Impact on Social Exchange an Empirical Investigation,″Journal of Leadership&Organizational Studies,Vol.15,No.3(2009),pp.217-226.
[27]Butler J.K.,″Toward Understanding and Measuring Conditions of Trust:Evolution of a Conditions of Trust Inventory,″Journal of Management,Vol.17,No.3(1991),pp.643-663.
[28]May D.R.,Chan A.Y.L.&Hodges T.D.et al.,″Developing the Moral Component of Authentic Leadership,″Organizational Dynamics,Vol.32,No.3(2003),pp.247-260.
[29]Zheng X.,Zhu W.&Yu H.et al.,″Ethical Leadership in Chinese Organizations:Developing a Scale,″Front.Bus.Res.China,Vol.5,No.1(2011),pp.179-190.
[30]Dirks K.T.,″The Effects of Interpersonal Trust on Work Group Performance,″Journal of Applied Psychology,Vol.84,No.3(1999),p.445.
[31]Rich G.A.,″The Sales Manager as a Role Model:Effects of Trust,Job Satisfaction and Performance of Salespeople,″Journal of the Academy of Marketing Science,Vol.25(1997),pp.319-328.
[32]Kristof A.L.,″Person-organization Fit:An Integrative Review of Its Conceptualizations,Measurement,and Implications,″Personnel Psychology,Vol.49,No.1(1996),pp.1-49.
[33]Erdogan B.,Kraimer M.L.&Liden R.C.,″Work Value Congruence and Intrinsic Career Success:The Compensatory Roles of Leader-member Exchange and Perceived Organizational Support,″Personnel Psychology,Vol.57,No.2(2004),pp.305-332.
[34]Reynolds S.J.&Ceranic T.L.,″The Effects of Moral Judgment and Moral Identity on Moral Behavior:An Empirical Examination of the Moral Individual,″Journal of Applied Psychology,Vol.92,No.6(2007),pp.1610-1624.
[35]Edwards J.R.&Lambert L.S.,″Methods for Integrating Moderation and Mediation:A General Analytical Framework Using Moderated Path Analysis,″Psychological Methods,Vol.12,No.1(2007),pp.1-22.
[36]Zhang Y.,LePine J.A.&Buckman B.R.et al.,″It’s Not Fair…or Is It?The Role of Justice and Leadership in Explaining Work Stressor-job Performance Relationships,″Academy of Management Journal,Vol.57,No.3(2014),pp.675-697.
[37]Cook J.&Wall T.,″New Work Attitude Measures of Trust,Organizational Commitment and Personal Need Non-fulfillment,″Journal of Occupational Psychology,Vol.53,No.1(1980),pp.39-52.
[38]Wayne S.J.,Shore L.M.&Liden R.C.,″Perceived Organizational Support and Leader-member Exchange:A Social Exchange Perspective,″Academy of Management Journal,Vol.1,No.1(1997),pp.82-111.
[39]Harrison D.A.,Price K.H.&Gavin J.H.et al.,″Time,Teams,and Task Performance:Changing Effects of Surface-and Deep-level Diversity on Group Functioning,″Academy of Management Journal,Vol.45,No.5(2002),pp.1029-1045.
[40]Jackson S.E.,Joshi A.&Erhardt N.L.,″Recent Research on Team and Organizational Diversity:SWOTAnalysis and Implications,″Journal of Management,Vol.29,No.6(2003),pp.801-830.
[41]Williams L.J.&Anderson S.E.,″An Alternative Approach to Method Effects by Using Latent-variable Models:Applications in Organizational Behavior Research,″Journal of Applied Psychology,Vol.79,No.3(1994),pp.323.
[42]Klein K.J.&Kozlowski S.W.J.,″From Micro to Meso:Critical Steps in Conceptualizing and Conducting Multi-level Research,″Organizational Research Methods,Vol.3,No.3(2000),pp.211-236.
[43]Sun L.Y.&Aryee S.,″K.S.Law High-performance Human Resource Practices,Citizenship Behavior,and Organizational Performance:A Relational Perspective,″Academy of Management Journal,Vol.50,No.3(2007),pp.558-577.
[44]Shao R.,Aquino K.&Freeman D.,″Beyond Moral Reasoning:A Review of Moral Identity Research and Its Implications for Business Ethics,″Business Ethics Quarterly,Vol.18,No.4(2008),pp.513-540.
[45]Baron R.M.&Kenny D.A.,″The Moderator-mediator Variable Distinction in Psychological Research:Conceptual,Strategic,and Statistical Considerations,″Journal of Personality and Social Psychology,Vol.51,No.6(1986),pp.1173-1182.
[46]MacKinnon D.P.,Lockwood C.M.&Hoffman J.M.et al.,″A Comparison of Methods to Test Mediation and Other Intervening Variable Effects,″Psychological Methods,Vol.7,No.1(2002),pp.83-104.
[47]Preacher K.J.,Rucker D.D.&Hayes A.F.,″Addressing Moderated Mediation Hypotheses:Theory,Methods,and Prescriptions,″Multivariate Behavioral Research,Vol.42,No.1(2007),pp.185-227.
[48]van Dick R.,van Knippenberg D.&Hagele S.et al.,″Group Diversity and Group Identification:The Moderating Role of Diversity Beliefs,″Human Relations,Vol.61,No.10(2008),pp.1463-1492.
[49]Shrout P.E.&Bolger N.,″Mediation in Experimental and Nonexperimental Studies:New Procedures and Recommendations,″Psychological Methods,Vol.7,No.4(2002),pp.422-45.
[50]MacKinnon D.P.,Lockwood C.M.&Williams J.,″Confidence Limits for the Indirect Effect:Distribution of the Product and Resampling Methods,″Multivariate Behavioral Research,Vol.39,No.3(2004),pp.99-128.
[51]O’Connell W.&Bligh M.,″Emerging from Ethical Scandal:Can Corruption Really Have a Happy Ending?″Leadership,Vol.5,No.5(2009),pp.213-235.