LMX Differentiation and Voice Behavior: A Resource-Conservation Framework
LMX Differentiation and Voice Behavior: A Resource-Conservation Framework
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LMX 差异化和语音行为：资源节约框架
DOI：
10.1177/1548051820911354
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发表时间：
2020-03-13
影响因子：
4.8
通讯作者：
Yang, Baiyin
中科院分区：
文献类型：
--
作者：
Dong, Yanan;Jiang, Jing;Yang, Baiyin
本文旨在通过考察信任这一心理过程和两种领导权力的反向调节作用，探讨领导-成员交换（LMX）差异化如何以及何时影响员工进谏行为。以中国某能源企业的61个团队为样本，采用多水平结构方程模型对中介调节模型进行了检验。研究结果表明，领导-成员关系差异化与员工对领导者的信任负相关，进而降低了员工的进谏行为。此外，领导报酬权力负向调节领导交换差异化对员工对领导信任的影响，当领导报酬权力较低时，这种关系较强，而当领导报酬权力较高时，这种关系不显著。领导强制力正向调节这一关系，当领导强制力高时，这种调节作用更强，而当领导强制力低时，这种调节作用不显著。此外，这两种权力类型通过对领导者的信任间接调节了领导-管理-交换差异化与员工话语权之间的关系。本研究首次揭示了LMX分化与发声行为之间的联系机制，以及LMX分化产生影响的条件。本研究以资源守恒理论为基础，描述了一个基于资源的过程，通过这个过程，员工评估社会压力源（LMX差异化），感知未来资源投资的价值（信任），对资源信号做出战略性反应（领导权力），最终做出资源投资决策（发声行为）。
The purpose of this article is to investigate how and when leader-member exchange (LMX) differentiation influences employees' voice behavior by examining trust as a psychological process and two types of leader power as opposite moderators. Based on a sample of 61 teams from an energy corporation in China, we tested a moderated mediation model using multilevel structural equation modeling. The results show that LMX differentiation is negatively related to employees' trust in leaders and, in turn, reduces employees' voice behavior. Moreover, leader reward power negatively moderates the influence of LMX differentiation on employees' trust in leaders such that the relationship is stronger when leader reward power is low but not significant when leader reward power is high. Leader coercive power positively moderates the relationship such that it is stronger when leader coercive power is high but not significant when leader coercive power is low. Furthermore, these two types of power moderate the indirect relationship between LMX differentiation and employees' voice via their trust in leaders. This study is the first to unpack the mechanism that links LMX differentiation and voice behavior and the conditions under which LMX differentiation can exert influence. This study delineates a resource-based process with conservation of resources theory through which employees appraise the social stressor (LMX differentiation), perceive the value of future resource investment (trust), strategically respond to resource signals (leader power), and finally make resource investment decisions (voice behavior).