感知领导依赖与亲组织不道德行为——一个有调节的链式中介模型

高中华¹　张恒²　徐燕²　陈瑾宇²

（1. 中国社会科学院工业经济研究所；2. 首都经济贸易大学工商管理学院）

　　内容提要：领导对员工专业知识和行为表现的依赖不仅能让领导把精力投入到更重要的工作中去，还能有效提升人际关系、降低组织成本、提高团队效率。然而，员工在感知被领导依赖后对其自身以及组织整体并不一定总是有利的。本文基于情绪认知评价理论，从被依赖者视角构建中国组织情境下感知领导依赖通过角色负荷与职场焦虑影响亲组织不道德行为的链式多重中介模型，探讨二者间作用机制边界条件。对406份员工两阶段配对数据进行分析发现：第一，感知领导依赖对员工亲组织不道德行为有正向影响；第二，角色负荷在感知领导依赖与亲组织不道德行为之间起中介作用；第三，感知领导依赖通过角色负荷与职场焦虑的链式中介作用正向影响亲组织不道德行为；第四，个体传统性通过强化感知领导依赖对角色负荷的正向影响，进而调节角色负荷与职场焦虑的链式中介作用。

　　

　　关键词：感知领导依赖；角色负荷；职场焦虑；亲组织不道德行为；传统性

　　

　　作者简介：高中华，中国社会科学院工业经济研究所研究员、博士生导师，北京，100006；张恒，首都经济贸易大学工商管理学院博士研究生，通信作者，北京，100070；徐燕，首都经济贸易大学工商管理学院博士研究生；陈瑾宇，首都经济贸易大学工商管理学院博士研究生。

　　

　　基金项目：国家自然科学基金面上项目“智能制造情境中的师徒关系：理论构建及其对多层团队创新的影响机制”(72272148)；国家自然科学基金重点项目“组织平台化转型适应理论构建及其管理策略研究” (72132009)；北京市社会科学基金青年学术带头人项目“工匠精神导向人力资源管理实践与员工创新行为：基于工作激情视角的研究”(21DTR053)；教育部人文社会科学研究规划基金项目“高质量发展背景下工匠精神导向人力资源管理实践及其多层次影响机制研究”(21YJA630018)；中国社会科学院登峰战略企业管理优势学科建设项目

　　

　　引用格式：高中华,张恒,徐燕,等.感知领导依赖与亲组织不道德行为——一个有调节的链式中介模型[J].经济与管理研究,2023,44(4):131-144.DOI:10.13502/j.cnki.issn1000-7636.2023.04.008.

　　

　　

Perceived Leader Dependence and Unethical Pro-organizational Behavior

 —A Moderated Chain Mediation Model

GAO Zhonghua¹, ZHANG Heng², XU Yan², CHEN Jinyu²

(1. Chinese Academy of Social Sciences, Beijing 100006;

2. Capital University of Economics and Business, Beijing 100070)

　　

　　Abstract: In today’s workplace, leader dependence on employees’ expertise and knowledge behavior not only allows leaders to focus on more important work, but also effectively improves interpersonal relationships, reduces organizational costs, and increases team efficiency. However, there is little research on the reasons for the negative effects of perceived leader dependence. Therefore, this paper proposes a moderated chain mediation model based on the cognitive appraisal theory of emotion, which links perceived leader dependence to employees’ unethical pro-organizational behavior. It then examines the chain mediation role of role overload and workplace anxiety and the moderate role of individual traditionality between perceived leader dependence and unethical pro-organizational behavior.

　　By analyzing the two-stage paired data of 406 employees, it is found that: (1) Perceived leader dependence has a positive effect on employees’ unethical pro-organizational behavior. (2) Role overload mediates the relationship between perceived leader dependence and employees’ unethical pro-organizational behavior. (3) The mediation role of workplace anxiety in perceived leader dependence and employees’ unethical pro-organizational behavior is not significant. (4) Role overload and workplace anxiety play a significant chain mediation role in the positive effect of perceived leader dependence on employees’ unethical pro-organizational behavior. (5) Individual traditionality positively moderates the relationship between perceived leader dependence and role overload. The higher the traditionality, the stronger the positive effect of perceived leadership dependence on role overload. (6) Individual traditionality moderates the chain mediation effect of role overload and workplace anxiety by reinforcing the positive effect of perceived leadership dependence on role overload. The higher the traditionality, the stronger the chain mediation effect.

　　This paper may have theoretical and practical contributions. First, it focuses on the potential hazards of perceived leader dependence, its effects on employees’ unethical pro-organizational behavior with high risk and its mechanisms. Second, it explores the chain mediation effect of role overload and workplace anxiety. This may provide a more dynamic mechanism of action based on cognitive and emotional perspectives for perceived leader dependence to influence employees’ unethical pro-organizational behavior. Third, it discovers that individual traditionality is a critical boundary condition for perceived leader dependence to influence employees’ unethical pro-organizational behavior. This may have important implications for a comprehensive understanding of how perceived dependence affects employees’ unethical pro-organizational behavior.

　　Keywords: perceived leader dependence; role overload; workplace anxiety; unethical pro-organizational behavior; traditionality