士为知己者“言”参与型领导能否打破员工沉默.pdfVIP

Vol. 20 No. 6 第 20 卷第 3 期 工业工程与管理 2015 年 6 月 lndustrial Engineering and Management Jun. 2015 文章编号:1007-5429(2015)03-0044-07 士为知己者言:参与型领导能否打破员工沉默? 李娥1 ，彭疆萍l ，魏峰2 (l.上海大学管理学院，上海 200444; 2. 同济大学经济与管理学院，上海 200092) 摘要:在互联网发达的信息社会，员工沉默现象普遍存在，严重阻碍着组织内信息沟通，损害 组织绩效。本研究从社会交换理论的视角，揭示参与型领导、领导对员工的信任和员工绩效水平对 默许性沉默、防御性沉默和亲社会沉默三种不同沉默行为的影响机制。通过对 6 家大型企业中 185 名员工及其 54 名直接领导的配对数据进行多层数据分析发现:(1)参与型领导负向影响员工 的默许性和防御性沉默，正向影响亲社会沉默;(2) 领导对员工的信任中介参与型领导与员工沉默 的关系 ;(3) 员工绩效水平调节参与型领导与员工防御性沉默和亲社会沉默的关系。 关键词:参与型领导;员工沉默;社会交换理论;领导对员工的信任;工作绩效 中图分类号: F272.92 文献标识码:A Reciprocation by Telling the Truth: the Effect of Participative Leadership on Employee Silence LI Yi 1 , PENG Jiang-ping 1 , WEI Fen !f (1. Shanghai University ,Shang Hai 200444; 2. Tongji University ,Shang Hai 200092) Abstract: In the information society , employee silence phenomenon is widespread which led severely impede the organizational communication and then harm the organizational performance. This study took social exchange theory perspective to examine the effects of participative leadership ,leader s trust on employee and employee task performance on employees various silence behaviors. Analysis of matched data of 185 employees and their 54 direct supervisors from 6 large companies in the People s Republic of China revealed that ( 1 ) participative leadership negatively affected employees acquiescent silence and defensive silence , and positively affected pro-social silence; (2) leader s trust on employee mediated the relationship between participative leadership and employe