差序式领导对员工利社会组织行为的影响机理： Trickle-down模式的跨层次研究

In Chinese organizations, many leaders like to make differential classification to their subordinates and give more partiality to their favorite subordinates. Although differential leadership may inspire in-group subordinates to show prosocial organizational behavior toward leader, it may be not beneficial to the organization. According to trickle-down theory, leaders’ attitude and behavior will trickle down and penetrate down, which will cause subordinates to show analogous attitude and behavior. The differential leadership style is easy to cause the division between in-group subordinates and out-group subordinates. So it will initiate emotional office abuse in the workplace (e.g.workplace ostracism and social groups segregation). From the perspective of emotional office abuse in the workplace, the project will build Trickle-down Model which is to show the effect of differential leadership on staff prosocial organizational behavior (e.g. prosocial organizational behavior toward individual, prosocial organizational behavior toward organization, prosocial organizational behavior toward leader). We use empirical research and multiple case study methods to verify that: whether differential leadership shows direct effect on staff prosocial organizational behavior, and emotional office abuse in the workplace (workplace ostracism, social groups segregation) plays the mediating effect between differential leadership and prosocial organizational behavior or not; whether "quanzi" culture reinforces the mediating effect of the emotional office abuse in the workplace or not (the mediated moderator model); whether organization-based self-esteem are able to decrease the negetive impact of the emotional office abuse on prosocial organizational behavior or not (the moderated mediator model). The project attempts to reveal the multi-level effcet mechanism of differential leadership on prosocial organizational behavior, so as to provide theoretical guidance for management.

华人组织中很多领导者会对部属进行差序归类，并实施偏私对待的领导行为。差序式领导虽然会激励“自己人”部属展现利领导行为，但利领导行为不一定利组织。依据Trickle-down理论，领导者的态度和行为会向下涓滴和渗透，诱使员工出现类似的偏私态度和行为，这种为人处事的风格易于导致“自己人”和“外人”的分化，引发职场“冷”暴力（职场排斥和群体隔离）。本项目以此为切入点，构建差序式领导对员工利社会组织行为（利同事、利领导和利组织行为）影响的Trickle-down模型，通过实证和多案例研究验证：差序式领导对员工利社会组织行为的直接效应，以及职场“冷”暴力的中介效应；“圈子”文化是否强化了职场“冷”暴力的中介效应（中介的调节效应）；组织自尊能否缓冲职场“冷”暴力对员工利社会组织行为的负面影响（调节的中介效应）。从而全面揭示差序式领导对员工利社会组织行为的影响机理，为员工利社会组织行为管理提供理论指导。

围绕华人组织中普遍存在的差序式领导风格，从职场“冷”暴力（职场排斥、负面标签化）的视角，本项目构建了差序式领导对员工利社会行为影响的作用关系模型，经过研究发现差序式领导的照顾沟通、提拔奖励、宽容犯错等偏私行为，会藉由替代学习、条件式奖赏和互惠机制去强化以领导者为核心的小圈子凝聚力，诱使“自己人”下属产生效忠领导的心理和强化内群体认同，从而激励“自己人”下属和群体内部展现利社会行为；另一方面，差序式领导又会导致过度关系化行为、相对剥夺感和外群体歧视，从而破坏组织的公平机制，诱发功利主义价值观和内-外群体的分化，进而引发职场“冷”暴力，抑制“外人”下属以及内-外群体成员之间从事利社会行为；但“自己人”和“外人”的关系是相对的，如果领导者实施差序对待的出发点是为了更好地完成组织目标，并熟练掌握差序式领导的管理技巧，在肯定表现优异的“自己人”的同时，不排挤打压“外人”，而是鼓励“外人”向能力更强的“自己人”学习从而成为领导者的“自己人”，那么差序式领导风格就不会违反华人文化期待，从而会对“自己人”和“外人”的利社会行为起到整合促进作用。. 此外，本项目还探讨了员工身份的“差序格局”、上下级间的社会比较关系与员工的职业成功之间的关系，揭示了领导-下属间的社会比较关系对员工职业成功的影响机理；本项目还对高管身份跨界与企业成长的关系进行了深入的研究，以包容性创新环境、创新驱动力与企业创新绩效为切入点，通过理论研究和管理实践的有益互动，帮助企业不断地提高管理的针对性和科学性。为了提高项目研究在人才培养方面的功效，本项目针对目前的互联网等新业态，设计了翻转课堂的教学模式，进而有助于提高人力资源管理专业人才培养效果。差序式领导最终效果如何，一个关键所在是员工的追随力，基于对偶心理定位，本项目揭示了领导-追随行为互动过程中下属追随力的形成路径，这对于追随力的塑造以及领导效能的实现，有一定的借鉴意义。