领导-下属心理资本一致性对周边绩效的影响--工作关系与私人关系的中介作用

The Effect of Leader-Follower Psychological Capital on Contextual Performance——The Mediating Role of Work-Domain Exchange and Life-Domain Guanxi

本文考察了领导-下属心理资本一致性能否影响双方的工作关系(领导-下属交换,LMX)和私人关系(领导-下属关系,SSG),进而塑造下属的周边绩效。采用多项式回归和响应面分析技术,对164份领导-下属配对数据进行分析,结果表明:领导-下属心理资本越一致,双方的LMX和SSG越高;在一致情形下,与"低-低一致"相比,"高-高一致"时的LMX和SSG更高。领导-下属心理资本一致性通过LMX、SSG影响下属的周边绩效。以上结果能为如何有效利用心理资本管理领导-下属的人际互动、下属周边绩效提供启发。

Since the movement of positive organizational scholarship,the research topic of psychological capital has been introduced into the field of psychology.Psychological capital is defined as“an individual’s positive psychological state that is characterized by self-efficacy,optimism,hope,and resilience”.In organizational settings,employees who have high levels of psychological capital are more likely to perform the task effectively and engage in extra-role behaviors,which are beneficial to the long-term development of the organization.As such this topic attracts sustainable attention from a large number of scholars and practitioners.In particular,previous studies posited that psychological capital played a crucial role in shaping followers’contextual performance.However,they mainly focus on a“leader central perspective”or a“follower central perspective”approach,investigating the effect of leader psychological capital and follower psychological capital on follower contextual performance separately,while ignoring the combination effect of leader and follower.In view of this,the present study focuses on the joint effect of leader psychological capital and follower psychological capital on followers’contextual performance.How does leader psychological capital and follower psychological capital exert joint effect on follower contextual performance?To address this issue,we aim to reveal the underlying mechanism from leader-follower psychological capital to follower contextual performance.Drawing on interpersonal interaction theory,we proposed that the different combination modes of leaders’and followers’psychological capital could shape the quality of their interaction—job-based relationship represented by leader-member exchange and personal relationship represented by supervisorsubordinate guanxi,which in turn exert effect on the contextual performance of the follower.To test this hypothesis,we conducted a survey-based empirical study.We collected two-wave data from 163 leader–follower dyads and used polynomial regression combined with response surface method to conduct analysis.The results showed that the more agreement(i.e.,higher congruence)between a leader’s psychological capital and a follower’s psychological capital,the higher the leader-member exchange(LMX)and supervisor–subordinate guanxi(SSG).In the cases of congruence,LMX and SSG were higher when leader psychological capital and follower psychological capital were both high instead of being both low.However,in the cases of incongruence,the level of LMX and SSG under the condition where leaders owned higher psychological capital than followers were not significantly different from those under the condition where followers owned higher psychological capital than leaders.Leader-follower psychological capital exerted indirect effect on follower contextual performance via LMX and SSG.This study contributes to the literature in several aspects.First,by revealing the congruence effect of leader-follower psychological capital on LMX,SSG,and the subsequent contextual performance,our findings serve as empirical complements for previous studies regarding the relationship between psychological capital and contextual performance.Second,by revealing the mediating role of LMX and SSG in the relationship between leader-follower psychological capital and contextual performance,this study contributes to a detailed understanding of how the combination of leaders’psychological capital and followers’psychological capital influences follower contextual performance.Finally,our results provide some insights for practitioners on how to promote workplace follower contextual performance,such as promoting both leader psychological capital and follower psychological capital to a congruent high level.