高工作绩效员工为何也会遭遇领导排斥:影响机制的系统动力学仿真分析
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摘要
本文从系统观点出发,运用系统动力学模型探讨下属高工作绩效情境下领导排斥行为的结构性原因及其影响机制;利用系统动力学模拟实验的优势,仿真模拟不同情境下领导排斥行为的动态发展趋势,直观揭示领导者个体因素、人际互动因素及组织因素对领导排斥的不同影响作用。仿真结果表明,领导低权力感知是促使领导者早期产生排斥行为的重要因素;领导高敌意归因偏差是加剧领导排斥行为持续恶化的关键因素;低质量领导—部属交换关系对领导排斥加速恶化起到催化作用;组织差序氛围的降低有助于缓和低质量领导—部属交换关系对领导排斥的负面影响。研究结果从特定视角揭示了领导排斥行为的形成动因,有助于从源头上遏制领导排斥这种人际偏差行为的发生和恶化。
Leadership ostracism behavior denotes an interpersonal deviation behavior such as acts of omission and open exclusionary behaviors carried out by leaders, which are perceived by the targeted subordinates in the workplace. Leadership ostracism has served as a prevailing way for leaders to uphold their authority and to avoid unnecessary direct conflicts in the Chinese workplace as leadership ostracism behavior entails the unique characteristic of covertness and ambiguity. It is commonly believed that a general situation being subjected to ignoring and neglect from leaders is that the job performance of the targeted subordinate is lower. However, in the reality, those subordinates with high job performance who are supposed to be acknowledged and accepted by leaders may also be the targets of leadership ostracism because they may be considered as a threat in the eyes their leaders. From a systematic perspective, the present study therefore explores the structural causes and influencing mechanism of leadership ostracism under the situation of subordinates with high job performance by employing the system dynamics model. Taking the advantages of scenario simulation technique, we simulate the development trend of leadership ostracism over time based on cross-sectional data under different scenarios by manipulating conditions. The effect of factors at individual level of leaders and interpersonal interaction level and organizational level on leadership ostracism are analyzed by comparing dynamic changes of the degree of leadership ostracism behavior in different simulated scenarios. The results show that low sense of power of leaders contribute to induce leader's ostracism behavior at the early stage; high hostile attributional bias of leaders is a key factor to aggravate the continuous deterioration of leadership ostracism behavior at the later stage; low quality of LMX serves as a catalyst for accelerating the deterioration of leadership ostracism; the reduction of organizational Chaxu climate helps release the negative impact of low quality of LMX on leadership ostracism. The above results reveal the inf luence mechanism of leadership ostracism from a certain perspective, which helps to alleviate or inhibit the occurrence and deterioration of such kind of interpersonal deviation behavior like leadership ostracism from the source.
Leadership ostracism behavior denotes an interpersonal deviation behavior such as acts of omission and open exclusionary behaviors carried out by leaders, which are perceived by the targeted subordinates in the workplace. Leadership ostracism has served as a prevailing way for leaders to uphold their authority and to avoid unnecessary direct conflicts in the Chinese workplace as leadership ostracism behavior entails the unique characteristic of covertness and ambiguity. It is commonly believed that a general situation being subjected to ignoring and neglect from leaders is that the job performance of the targeted subordinate is lower. However, in the reality, those subordinates with high job performance who are supposed to be acknowledged and accepted by leaders may also be the targets of leadership ostracism because they may be considered as a threat in the eyes their leaders. From a systematic perspective, the present study therefore explores the structural causes and influencing mechanism of leadership ostracism under the situation of subordinates with high job performance by employing the system dynamics model. Taking the advantages of scenario simulation technique, we simulate the development trend of leadership ostracism over time based on cross-sectional data under different scenarios by manipulating conditions. The effect of factors at individual level of leaders and interpersonal interaction level and organizational level on leadership ostracism are analyzed by comparing dynamic changes of the degree of leadership ostracism behavior in different simulated scenarios. The results show that low sense of power of leaders contribute to induce leader's ostracism behavior at the early stage; high hostile attributional bias of leaders is a key factor to aggravate the continuous deterioration of leadership ostracism behavior at the later stage; low quality of LMX serves as a catalyst for accelerating the deterioration of leadership ostracism; the reduction of organizational Chaxu climate helps release the negative impact of low quality of LMX on leadership ostracism. The above results reveal the inf luence mechanism of leadership ostracism from a certain perspective, which helps to alleviate or inhibit the occurrence and deterioration of such kind of interpersonal deviation behavior like leadership ostracism from the source.
引文
[1]陈志霞,涂红.领导排斥的概念及其影响因素“毒三角”模型.管理评论,2017,29(8):156-166.
[2]Ferris,D.L.,Brown,D.J,Berry,J.W.,Lian,H..The Development and Validation of the Workplace Ostracism Scale.Journal of Applied Psychology,2008,93(6):1348-1366.
[3]李澄锋,田也壮.领导排斥对员工建言行为的影响及作用机制.中国管理科学,2017,25(8):175-183.
[4]蒋奖,鲁峥嵘,张雯.工作场所排斥问卷的编制及信效度检验.中国临床心理学杂志,2011,19(6):720-724.
[5]张静,宋继文,王悦.关系视角下工作绩效如何影响领导辱虐行为--一个有调节的中介模型.中国人力资源开发,2017,(9):22-33.
[6]Khan,A.K.,Moss,S.,Quratulain,S.,Hameed,I..When and How Subordinate Performance Leads to Abusive Supervision:A Social Dominance Perspective.Journal of Management,2016,44(7):2801-2826.
[7]Padilla,A.,Hogan,R.,Kaiser,R.B..The Toxic Triangle:Destructive Leaders,Susceptible Followers,and Conducive Environments.The Leadership Quarterly,2007,18(3):176-194.
[8]Einarsen,S.,Aasland,M.S.,Skogstad,A..Destructive Leadership Behaviour:A Definition and Conceptual Model.The Leadership Quarterly,2007,18(3):207-216.
[9]肖璐,范明,李国昊.高校毕业生农村就业行为的系统动力学仿真与预测.工业工程与管理,2013,18(1):85-93.
[10]Sterman,J.D..Modeling Managerial Behavior:Misperceptions of Feedback in a Dynamic Decision Making Experiment.Management Science,1989,35(3):321-339.
[11]Vancouver,J.B.,Tamanini,K.B.,Yoder,R.J..Using Dynamic Computational Models to Reconnect Theory and Research:Socialization by the Proactive Newcomer as Example.Journal of Management,2010,36(3):764-793.
[12]Lim,B.C.,Ployhart,R.E..Transformational Leadership:Relations to the Five-factor Model and Team Performance in Typical and Maximum Contexts.Journal of Applied Psychology,2004,89(4):610-621.
[13]Farh,J.L.,Earley,P.C.,Lin,S.C..Impetus for Action:A Cultural Analysis of Justice and Organizational Citizenship Behavior in Chinese Society.Administrative Science Quarterly,1997,42(3):421-444.
[14]Chen,S.,Langner,C.A.,Mendoza-denton,R..When Dispositional and Role Power Fit:Implications for Self-expression and Selfother Congruence.Journal of Personality and Social Psychology,2009,96(3):710-727.
[15]Anderson,C.,John,O.P.,Keltner,D..The Personal Sense of Power.Journal of Personality,2012,80(2):313-344.
[16]成年,李岩梅,梁竹苑.权力的三种心理机制及其影响.心理科学,2014,37(4):1008-1015.
[17]Anderson,C.,Jennifer,B.L..The Experience of Power:Examining the Effects of Power on Approach and Inhibition Tendencies.Journal of Personality and Social Psychology,2002,83(6):1362-1377.
[18]Mourali,M.,Nagpal,A..The Powerful Select,the Powerless Reject:Power`s Influence in Decision Strategies.Journal of Business Research,2013,66(7):874-880.
[19]Fast,N.J.,Chen,S..When the Boss Feels Inadequate:Power,Incompetence,and Aggression.Psychological Science,2009,20(11):1406-1413.
[20]Chen,Z.X.,Francesco,A.M..Employee Demography,Organizational Commitment,and Turnover Intentions in China:Do Cultural Differences Matter?Human Relations,2000,53(6):869-887.
[21]Bugental,D.B.,Lewis,J.C..The Paradoxical Misuse of Power by Those Who See Themselves as Powerless:How Does It Happen?Journal of Social Issues,1999,55(1):51-64.
[22]Maner,J.K.,Mead,N.L..The Essential Tension between Leadership and Power:When Leaders Sacrifice Group Goals for the Sake of Self-interest.Journal of Personality and Social Psychology,2010,99(3):482-497.
[23]Rucker,D.D.,Galinsky,A.D..Desire to Acquire:Powerlessness and Compensatory Consumption.Journal of Consumer Research,2008,35(2):257-267.
[24]Adams,S.H.,John,O.P..A Hostility Scale for the California Psychological Inventory:MMPI,Observer Q-sort,and Big-five Correlates.Journal of Personality Assessment,1997,69(2):408-424.
[25]Douglas,S.C.,Martinko,M.J..Exploring the Role of Individual Differences in the Prediction of Workplace Aggression.Journal of Applied Psychology,2001,86(4):547-559.
[26]Anderson,C.A.,Krull,D.S.,Weiner,B..Explanations:Processes and Consequences.Social Psychology:Handbook of Basic Principles.Guilford New York,1996:271-296.
[27]李澄锋,田也壮,葛晶晶,孟炎.领导者结构高原对辱虐管理的诱发研究:领导者特征与组织政治氛围的调节效应.南京航空航天大学学报:社会科学版,2013,15(1):45-51.
[28]刘军,王未,吴隆增,许浚,李锦堃.拒绝职场边缘化:模型与检验.南开管理评论,2012,15(1):84-92.
[29]Leheta,D.,Dimotakis,N.,Schatten,J..The View over One`s Shoulder:The Causes and Consequences of Leader`s Envy of Followers.The Leadership Quarterly,2017,28(3):451-468.
[30]Liden,R.C.,Graen,G..Generalizability of the Vertical Dyad Linkage Model of Leadership.Academy of Management Journal,1980,23(3):451-465.
[31]任孝鹏,王辉.领导-部属交换(LMX)的回顾与展望.心理科学进展,2005,13(6):788-797.
[32]高良谋,王磊.偏私的领导风格是否有效--基于差序式领导的文化适应性分析与理论延展.经济管理,2013,35(4):183-194.
[33]Graen,G.B.,Uhl-Bien,M..Relationship-based Approach to Leadership:Development of Leader-Member Exchange(LMX)Theory of Leadership over 25 Years:Applying a Multi-level Multi-domain Perspective.The Leadership Quarterly,1995,6(2):219-247.
[34]梁果,李锡元,陈思.领导-部属交换和心理所有权中介作用的感恩对个体主动性的影响.管理学报,2014,11(7):1014-1020.
[35]周明建,宝贡敏.主管承诺理论研究述评.心理科学进展,2005,13(3):356-365.
[36]费孝通.乡土中国.北京出版社,2004:1-36.
[37]郭均诚,林姿葶,周婉茹,郑伯壎.领导者之差序对待幅度与部属效能:平均德行领导的调节效果.本土心理学研究,2015,6(43):125-172.
[38]方益寿.组织管理心理学.山东大学出版社,1995:143-144.
[39]Kanfer,R..Motivation Theory and Industrial and Organizational Psychology.Handbook of Industrial and Organizational Psychology,1990,1(2):75-130.
[40]Baas,M.,De Dreu,C.K.W.,Nijstad,B.A..A Meta-analysis of 25Years of Mood-creativity Research:Hedonic Tone,Activation,or Regulatory Focus?Psychological Bulletin,2008,134(6):779-806.
[41]Kahn,W.A..Psychological Conditions of Personal Engagement and Disengagement at Work.Academy of Management Journal,1990,33(4):692-724.
[42]Hobfoll,S.E..Conservation of Resources:A New Attempt at Conceptualizing Stress.American Psychologist,1989,44(3):513-524.
[43]Thau,S.,Bennett,R.J.,Mitchell,M.S.,Marrs,M.B..How Management Style Moderates the Relationship between Abusive Supervision and Workplace Deviance:An Uncertainty Management Theory Perspective.Organizational Behavior and Human Decision Processes,2009,108(1):79-92.
[44]刘亚,龙立荣,李晔.组织公平感对组织效果变量的影响.管理世界,2003,(3):126-132.
[45]Lee,J..Leader-Member Exchange,Perceived Organizational Justice,and Cooperative Communication.Management Communication Quarterly,2001,14(4):574-589.
[46]Kumar,M.,Singh,S..Leader-Member Exchange&Perceived Organizational Justice:An Empirical Investigation.Indian Journal of Industrial Relations,2011,47(2):277-289.
[47]Graen,G.B.,Scandura,T.A..Toward a Psychology of Dyadic Organizing.Research in Organizational Behavior,1987,(9):175-208.
[48]Karriker,J.H.,Williams,M.L..Organizational Justice and Organizational Citizenship Behavior:A Mediated Multifoci Model.Journal of Management,2009,35(1):112-135.
[49]刘贞妤.差序气氛对部属工作态度与行为之影响.台湾东华大学,2003.
[50]李宁,严进.组织信任氛围对任务绩效的作用途径.心理学报,2007,39(6):1111-1121.
[51]Tsui,A.S.,Pearce,J.L.,Porter,L.W.,Tripoli,A.M..Alternative Approaches to the Employee-Organization Relationship:Does Investment in Employees Pay off?Academy of Management Journal,1997,40(5):1089-1121.
[52]Podsakoff,P.M.,MacKenzie,S.B.,Lee,J.Y.,Podsakoff,N.P..Common Method Biases in Behavioral Research:A Critical Review of the Literature and Recommended Remedies.Journal of Applied Psychology,2003,88(5):879.
[53]高源,乐嘉昂,彭正龙.职场排斥影响因素的研究--一个有调节的中介模型.科学学与科学技术管理,2016,37(4):147-157.
[54]Tepper,B.J.,Moss,S.E.,Duffy,M.K..Predictors of Abusive Supervision:Supervisor Perceptions of Deep-level Dissimilarity,Relationship Conflict,and Subordinate Performance.Academy of Management Journal,2011,54(2):279-294..
[2]Ferris,D.L.,Brown,D.J,Berry,J.W.,Lian,H..The Development and Validation of the Workplace Ostracism Scale.Journal of Applied Psychology,2008,93(6):1348-1366.
[3]李澄锋,田也壮.领导排斥对员工建言行为的影响及作用机制.中国管理科学,2017,25(8):175-183.
[4]蒋奖,鲁峥嵘,张雯.工作场所排斥问卷的编制及信效度检验.中国临床心理学杂志,2011,19(6):720-724.
[5]张静,宋继文,王悦.关系视角下工作绩效如何影响领导辱虐行为--一个有调节的中介模型.中国人力资源开发,2017,(9):22-33.
[6]Khan,A.K.,Moss,S.,Quratulain,S.,Hameed,I..When and How Subordinate Performance Leads to Abusive Supervision:A Social Dominance Perspective.Journal of Management,2016,44(7):2801-2826.
[7]Padilla,A.,Hogan,R.,Kaiser,R.B..The Toxic Triangle:Destructive Leaders,Susceptible Followers,and Conducive Environments.The Leadership Quarterly,2007,18(3):176-194.
[8]Einarsen,S.,Aasland,M.S.,Skogstad,A..Destructive Leadership Behaviour:A Definition and Conceptual Model.The Leadership Quarterly,2007,18(3):207-216.
[9]肖璐,范明,李国昊.高校毕业生农村就业行为的系统动力学仿真与预测.工业工程与管理,2013,18(1):85-93.
[10]Sterman,J.D..Modeling Managerial Behavior:Misperceptions of Feedback in a Dynamic Decision Making Experiment.Management Science,1989,35(3):321-339.
[11]Vancouver,J.B.,Tamanini,K.B.,Yoder,R.J..Using Dynamic Computational Models to Reconnect Theory and Research:Socialization by the Proactive Newcomer as Example.Journal of Management,2010,36(3):764-793.
[12]Lim,B.C.,Ployhart,R.E..Transformational Leadership:Relations to the Five-factor Model and Team Performance in Typical and Maximum Contexts.Journal of Applied Psychology,2004,89(4):610-621.
[13]Farh,J.L.,Earley,P.C.,Lin,S.C..Impetus for Action:A Cultural Analysis of Justice and Organizational Citizenship Behavior in Chinese Society.Administrative Science Quarterly,1997,42(3):421-444.
[14]Chen,S.,Langner,C.A.,Mendoza-denton,R..When Dispositional and Role Power Fit:Implications for Self-expression and Selfother Congruence.Journal of Personality and Social Psychology,2009,96(3):710-727.
[15]Anderson,C.,John,O.P.,Keltner,D..The Personal Sense of Power.Journal of Personality,2012,80(2):313-344.
[16]成年,李岩梅,梁竹苑.权力的三种心理机制及其影响.心理科学,2014,37(4):1008-1015.
[17]Anderson,C.,Jennifer,B.L..The Experience of Power:Examining the Effects of Power on Approach and Inhibition Tendencies.Journal of Personality and Social Psychology,2002,83(6):1362-1377.
[18]Mourali,M.,Nagpal,A..The Powerful Select,the Powerless Reject:Power`s Influence in Decision Strategies.Journal of Business Research,2013,66(7):874-880.
[19]Fast,N.J.,Chen,S..When the Boss Feels Inadequate:Power,Incompetence,and Aggression.Psychological Science,2009,20(11):1406-1413.
[20]Chen,Z.X.,Francesco,A.M..Employee Demography,Organizational Commitment,and Turnover Intentions in China:Do Cultural Differences Matter?Human Relations,2000,53(6):869-887.
[21]Bugental,D.B.,Lewis,J.C..The Paradoxical Misuse of Power by Those Who See Themselves as Powerless:How Does It Happen?Journal of Social Issues,1999,55(1):51-64.
[22]Maner,J.K.,Mead,N.L..The Essential Tension between Leadership and Power:When Leaders Sacrifice Group Goals for the Sake of Self-interest.Journal of Personality and Social Psychology,2010,99(3):482-497.
[23]Rucker,D.D.,Galinsky,A.D..Desire to Acquire:Powerlessness and Compensatory Consumption.Journal of Consumer Research,2008,35(2):257-267.
[24]Adams,S.H.,John,O.P..A Hostility Scale for the California Psychological Inventory:MMPI,Observer Q-sort,and Big-five Correlates.Journal of Personality Assessment,1997,69(2):408-424.
[25]Douglas,S.C.,Martinko,M.J..Exploring the Role of Individual Differences in the Prediction of Workplace Aggression.Journal of Applied Psychology,2001,86(4):547-559.
[26]Anderson,C.A.,Krull,D.S.,Weiner,B..Explanations:Processes and Consequences.Social Psychology:Handbook of Basic Principles.Guilford New York,1996:271-296.
[27]李澄锋,田也壮,葛晶晶,孟炎.领导者结构高原对辱虐管理的诱发研究:领导者特征与组织政治氛围的调节效应.南京航空航天大学学报:社会科学版,2013,15(1):45-51.
[28]刘军,王未,吴隆增,许浚,李锦堃.拒绝职场边缘化:模型与检验.南开管理评论,2012,15(1):84-92.
[29]Leheta,D.,Dimotakis,N.,Schatten,J..The View over One`s Shoulder:The Causes and Consequences of Leader`s Envy of Followers.The Leadership Quarterly,2017,28(3):451-468.
[30]Liden,R.C.,Graen,G..Generalizability of the Vertical Dyad Linkage Model of Leadership.Academy of Management Journal,1980,23(3):451-465.
[31]任孝鹏,王辉.领导-部属交换(LMX)的回顾与展望.心理科学进展,2005,13(6):788-797.
[32]高良谋,王磊.偏私的领导风格是否有效--基于差序式领导的文化适应性分析与理论延展.经济管理,2013,35(4):183-194.
[33]Graen,G.B.,Uhl-Bien,M..Relationship-based Approach to Leadership:Development of Leader-Member Exchange(LMX)Theory of Leadership over 25 Years:Applying a Multi-level Multi-domain Perspective.The Leadership Quarterly,1995,6(2):219-247.
[34]梁果,李锡元,陈思.领导-部属交换和心理所有权中介作用的感恩对个体主动性的影响.管理学报,2014,11(7):1014-1020.
[35]周明建,宝贡敏.主管承诺理论研究述评.心理科学进展,2005,13(3):356-365.
[36]费孝通.乡土中国.北京出版社,2004:1-36.
[37]郭均诚,林姿葶,周婉茹,郑伯壎.领导者之差序对待幅度与部属效能:平均德行领导的调节效果.本土心理学研究,2015,6(43):125-172.
[38]方益寿.组织管理心理学.山东大学出版社,1995:143-144.
[39]Kanfer,R..Motivation Theory and Industrial and Organizational Psychology.Handbook of Industrial and Organizational Psychology,1990,1(2):75-130.
[40]Baas,M.,De Dreu,C.K.W.,Nijstad,B.A..A Meta-analysis of 25Years of Mood-creativity Research:Hedonic Tone,Activation,or Regulatory Focus?Psychological Bulletin,2008,134(6):779-806.
[41]Kahn,W.A..Psychological Conditions of Personal Engagement and Disengagement at Work.Academy of Management Journal,1990,33(4):692-724.
[42]Hobfoll,S.E..Conservation of Resources:A New Attempt at Conceptualizing Stress.American Psychologist,1989,44(3):513-524.
[43]Thau,S.,Bennett,R.J.,Mitchell,M.S.,Marrs,M.B..How Management Style Moderates the Relationship between Abusive Supervision and Workplace Deviance:An Uncertainty Management Theory Perspective.Organizational Behavior and Human Decision Processes,2009,108(1):79-92.
[44]刘亚,龙立荣,李晔.组织公平感对组织效果变量的影响.管理世界,2003,(3):126-132.
[45]Lee,J..Leader-Member Exchange,Perceived Organizational Justice,and Cooperative Communication.Management Communication Quarterly,2001,14(4):574-589.
[46]Kumar,M.,Singh,S..Leader-Member Exchange&Perceived Organizational Justice:An Empirical Investigation.Indian Journal of Industrial Relations,2011,47(2):277-289.
[47]Graen,G.B.,Scandura,T.A..Toward a Psychology of Dyadic Organizing.Research in Organizational Behavior,1987,(9):175-208.
[48]Karriker,J.H.,Williams,M.L..Organizational Justice and Organizational Citizenship Behavior:A Mediated Multifoci Model.Journal of Management,2009,35(1):112-135.
[49]刘贞妤.差序气氛对部属工作态度与行为之影响.台湾东华大学,2003.
[50]李宁,严进.组织信任氛围对任务绩效的作用途径.心理学报,2007,39(6):1111-1121.
[51]Tsui,A.S.,Pearce,J.L.,Porter,L.W.,Tripoli,A.M..Alternative Approaches to the Employee-Organization Relationship:Does Investment in Employees Pay off?Academy of Management Journal,1997,40(5):1089-1121.
[52]Podsakoff,P.M.,MacKenzie,S.B.,Lee,J.Y.,Podsakoff,N.P..Common Method Biases in Behavioral Research:A Critical Review of the Literature and Recommended Remedies.Journal of Applied Psychology,2003,88(5):879.
[53]高源,乐嘉昂,彭正龙.职场排斥影响因素的研究--一个有调节的中介模型.科学学与科学技术管理,2016,37(4):147-157.
[54]Tepper,B.J.,Moss,S.E.,Duffy,M.K..Predictors of Abusive Supervision:Supervisor Perceptions of Deep-level Dissimilarity,Relationship Conflict,and Subordinate Performance.Academy of Management Journal,2011,54(2):279-294..
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