破坏性领导对员工沉默的影响:角色困境与环境不确定性的作用分析

The Effect of Destructive Leadership on Employee Silence: The Action Analysis of Role Predicament and Environmental Uncertainty

破坏性领导与员工沉默行为是近年来组织行为领域受关注的热点问题,而二者之间关系的中介机制以及相关边界变量的研究却仍然较为匮乏。以资源保存理论、角色理论与权变理论为基础,通过引入角色困境的3个维度作为中介变量,构建了以环境不确定性为调节变量的被中介的调节效应模型。采用问卷调研方法收集了348份领导—员工配对样本,在SPSS和AMOS环境下运用多重线性层次回归、相关分析和验证性因子分析等方法对模型进行统计检验,探究了环境不确定性差异对破坏性领导影响员工角色困境进而导致沉默行为发生的作用机制。结果发现,破坏性领导与员工沉默行为显著正相关,二者之间的关系受到角色困境三维度的中介,其中,角色冲突和角色模糊起了部分中介的作用,而角色超载起了完全中介的作用,此外,环境不确定性在破坏性领导与员工沉默之间具有显著调节作用,而且角色超载完全中介了破坏性领导与环境不确定性的交互作用对员工沉默行为的影响。

In recent years, destructive leadership and employee silence is a hot topic in the field of organizational behavior. However, the study on the mediating mechanism and the boundary variables of their relationship is still relatively scarce. Based on the conservation of resources theory, role theory and contingency theory, this paper constructs a mediated-moderation model that introduces the role predicament with three dimensions as intermediary variable and uses environmental uncertainty as the moderator. According to 348 paired samples of leadership and their employees collected using questionnaires, and then multiple linear hierarchical regression, correlation analysis, exploratory and confirmatory factor analysis are statistically tested in SPSS and AMOS environment, and the ef-fects about different environmental uncertainty in influencing mechanism among destructive leadership, role predica-ment and employee silence are explored and validated. The results indicate that destructive leadership has signifi-cantly positive effect on employee silence and the role predicament with three dimensions is the intermediary of relationship between destructive leadership and employee silence. Moreover, role conflict and role ambiguity play a part intermediary effect while role overload plays a fully mediating effect in this influencing mechanism. In ad-dition, environmental uncertainty has strong moderating role for the relationship of destructive leadership and em-ployee silence, and the role overload completely mediated that the interaction between destructive leadership and environmental uncertainty effect on employee silence behavior.