欲速则不达:领导者的底线心态和员工适得其反的社交网络闲逛

IF 3.1 4区 管理学 Q2 MANAGEMENT
Yue Zhou, Peiyi Chen, Qingqing Liu, Tingxi Wang
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引用次数: 0

摘要

目的探讨领导者底线心态(BLM)与员工社交网络游荡行为之间的关系。基于社会交换理论,作者提出领导者行为管理会通过心理契约违约促进员工的社会网络游荡行为,尤其是当员工对关系的需求较高时。为了验证这些假设,作者在三个时间点对185对员工-领导二人组进行了多波、多源的实地研究。采用自举法对假设进行Mplus检验,得到置信区间。研究结果表明,领导行为管理对员工社交网络游荡行为有正向影响,并通过心理契约违约介导。此外,员工对关系的需求调节了这一过程。具体而言,当员工具有较高的相关性需求时,领导者工作绩效管理的影响会更强。本研究强调了领导者工作绩效管理的不利影响,并为防止员工网络闲逛行为提供了指导。在以往的研究中,对于领导者BLM的有效性得出了不一致的结论,如提高任务绩效和引发社会破坏。本研究进一步探讨了领导者工作绩效与员工社交网络游荡行为之间的内在联系机制及其边界条件。这随后为从业人员提供了关于为什么员工从事适得其反的社交网络闲逛的新视角。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
More haste, less speed: leader bottom-line mentality and employee counter-productive social cyberloafing
Purpose The purpose of the study is to explore the relationship between leader bottom-line mentality (BLM) and employee social cyberloafing behavior. Based on social exchange theory, the authors propose that leader BLM will promote employee social cyberloafing behavior via psychological contract breach, especially when employee needs for relatedness is high. Design/methodology/approach To test the hypotheses, the authors conducted a multi-wave, multi-source field study with 185 paired employee–leader dyads at three time points. The hypotheses were tested by Mplus with a bootstrap approach to obtain confidence intervals. Findings The results show that leader BLM has a positive impact on employee social cyberloafing behavior, which is mediated by psychological contract breach. In addition, employee needs for relatedness moderates this process. Specifically, when employees pertain high needs for relatedness, the influence of leader BLM will be stronger. Practical implications This research paper highlights the detrimental influence of leader BLM and provide directions for preventing employee cyberloafing behavior. Originality/value Previous studies have drawn inconsistent conclusions on the effectiveness of leader BLM, such as enhancing task performance and eliciting social undermining. This study further explores the underlying mechanism linking leader BLM to employee social cyberloafing behavior and the boundary conditions. This has subsequently provided practitioners with new perspectives regarding why employees engage in counter-productive social cyberloafing.
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来源期刊
CiteScore
5.50
自引率
6.20%
发文量
26
期刊介绍: ■Communication and its influence on action ■Developments in leadership styles ■How managers achieve success ■How work design affects job motivation ■Influences on managerial priorities and time allocation ■Managing conflicts ■The decision-making process in Eastern and Western business cultures
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