领导-成员交换如何以及何时影响员工偏离行为?社会控制理论的视角

When and How does Leader-Member Exchange Affect Employee Workplace Deviance?A Social Control Theory Perspective

领导-成员交换是组织人际关系研究的重要组成部分,一直以来受到研究者的广泛关注。然而,当员工作为领导者的"圈内人"时,似乎容易受到领导者的特殊"保护",并从事偏离行为。基于社会控制理论,本研究采用多来源的问卷调查方法,探讨了领导-成员交换的消极面。研究结果表明:高质量的领导-成员交换关系导致员工产生感知偏离容忍,进而导致其偏离行为增加。这一过程又受到员工道德推脱水平的调节作用,即当员工的道德推脱水平较高时,领导-成员交换通过员工的感知偏离容忍正向影响其偏离行为的间接效应显著;当员工的道德推脱水平较低时,上述间接效应不显著。本研究为领导-成员交换提供了更加全面和辩证的研究视角,同时也拓展了社会控制理论、感知偏离容忍和偏离行为的相关研究。除此之外,本研究也为企业管理实践提供了可供借鉴的经验和指导。

Leader-member exchange is a crucial part of research on and has been widely concerned by researchers.Most previous studies believe that leader-member exchange has positive effects on employees and organizations,but ignore its potential negative effects.Based on the social control theory,we used a multi-wave,multi-source questionnaire method and 193 leader-employee dyads to explore the negative side of leader-member exchange in this study.The results of the study reveal that leader-member exchange increases employees’workplace deviance through their perceived deviance tolerance.This influencing mechanism is also moderated by the level of employees’moral disengagement.When the level of employees’moral disengagement is high,leader-member exchange has a significantly indirect effect on workplace deviance through the employees’perceived deviance tolerance.When the level of employees’moral disengagement is low,the above indirect effect is not significant.This study found the potential negative effects of leader-member exchange,clarified its mechanism and boundary conditions on workplace deviance,provided a more comprehensive and dialectical research perspective for leader-member exchange,and expanded the research on perceived deviance tolerance and workplace deviance.In addition,this study also provided reference experience and guidance for the practice of enterprise management.