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| 文章编号：1672-3104(2023)02-0158-16 |
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社会阻抑对道德型领导影响员工组织公民行为的调节机制 |
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赵书松1，王韵茹1，张永军2 |
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（1.中南大学公共管理学院，湖南长沙，10075；
2.河南大学商学院，河南开封，475004） |
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| 摘 要： 道德型领导的下行效应受组织情境和个人认知两方面因素的制约。根据社会交换理论，考察社会阻抑氛围通过员工-领导道德基础的差异性对道德型领导影响员工的组织公民行为产生的阻抑作用。通过262份领导与员工配对数据的实证研究发现，领导-成员交换关系在道德型领导与员工组织公民行为之间起中介作用；员工-领导道德基础差异性负向调节道德型领导与领导-成员社会交换之间的关系；组织的社会阻抑氛围负向调节道德型领导与领导-成员社会交换之间的关系，并通过员工-领导道德基础差异性的中介作用阻抑道德型领导的下行影响。研究证实，组织社会阻抑氛围会扩大领导和员工之间的道德基础差异程度，进而阻抑道德型领导对员工组织公民行为的积极影响，道德基础差异性的调节作用能够为道德型领导下行效应的阻抑机制提供新的阐释。 |
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| 关键词： 道德型领导；领导-成员社会交换；组织公民行为；社会阻抑氛围；道德基础差异性 |
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Regulatory mechanism that social undermining climate inhibits ethical leadership from influencing employees' organizational citizenship behavior |
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ZHAO Shusong1, WANG Yunru1, ZHANG Yongjun2 |
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（1. School of Public Administration, Central South University, Changsha 410075, China;
2.School of Business, Henan University, Kaifeng 475004, China） |
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| Abstract: The declining effect of ethical leadership is deeply restricted by organizational situation and personal cognition. Based on the theory of social exchange, this paper explores the effect and its mechanism by which social undermining climate inhibits ethical leadership from influencing employees’ organizational citizenship behavior through the moral foundation difference. The empirical study on 262 pairs of leaders and employees in different organizations shows that leader-member exchange relationship plays a mediating role in the relationship between ethical leadership and employee organizational citizenship behavior. Employee-leader moral foundation difference negatively moderates the relationship between moral leadership and leader-member social exchange; The relationship between ethical leadership and leader-member social exchange is negatively moderated by organizational social undermining climate, and the downward influence of ethical leadership is inhibited by the mediating effect of employee-leader moral foundation difference. The research confirms that organizational social undermining climate will widen the moral foundation difference between leaders and employees, and thus inhibit the positive impact of ethical leadership on employee organizational citizenship behavior. The conclusions of this study not only enrich the study results of the moderating mechanism of ethical leadership's downward effect, but also help to reveal how leaders show ethical concern to their employees. The moderating effect of the moral foundation difference may also provide a new explanation for the inhibiting mechanism of ethical leadership's downward effect in previous studies. |
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Key words: ethical leadership；leader-member exchange；organizational citizenship behavior；social undermining climate; moral foundation difference |
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