摘要
本研究旨在考察团队领导组织公民行为对团队员工角色内绩效的影响及其以团队员工的集体团队认同和领导认同为中介的作用机制。采用团队领导—团队员工匹配问卷的调查方法,使用29个团队的样本数据对相应的多层次模型进行检验。结果显示:团队领导组织公民行为对团队员工角色内绩效有显著的正向影响;团队员工的集体团队认同和领导认同分别和同时在团队领导组织公民行为与团队员工角色内绩效之间起到完全的跨层次中介作用。
The research aims to examine the effect of Team Leader OCB on Team Employee In-Role Performance and its mechanism including team employee’s Collective Team Identification and Leader Identification as mediators. A great number of previous studies have verified that team leader has a significant impact on team effectiveness. Team Leader OCB is a kind of specific and positive work behavior that team leaders display in job context, but few studies have focused on the role that Team Leader OCB plays in this research framework, which is also important and meaningful for Chinese management context. Therefore, we selected Team Leader OCB as an antecedent variable to investigate if it affected team effectiveness. Team Employee In-Role performance is the core of team effectiveness and is also meaningful for Chinese management context. Thus, we selected it as a dependent variable to see whether Team Leader OCB affected it. If so, how? We think that Social Identity Theory is powerful enough to explain this mechanism, and Team employee’s Collective Team Identification and Leader Identification are main identification forms in team work surrounding, so we took them as mediating variables at different levels to investigate how Team Leader OCB affected Team Employee In-Role Performance. By relevant theoretical derivation, we established four multilevel hypothesis models to be verified.Investigation by supervisor-subordinate matching questionnaire were carried out to collect data, specifically, Team Employee In-Role Performance was evaluated by team leaders, Team Leader OCB, Collective Team Identification and Leader Identification were evaluated by team employees. Finally, valid data of 29 teams were collected and verified as available by a series of statistical analysis. Three hypothesis models were tested by these valid data, results showed that: Team Leader OCB had a significant positive impact on Team Employee In-Role Performance;Team employee’s Collective Team Identification and Leader Identification had significant cross-level mediation effect between Team Leader OCB and Team Employee In-Role Performance respectively;Team employee’s Collective Team Identification and Leader Identification had significant cross-level mediation effect between Team Leader OCB and Team Employee In-Role Performance at the same time.The research has several theoretical contributions and management inspirations. First, the research introduces a new antecedent-Team Leader OCB to examine the effect on Team Employee In-Role Performance which are both important and meaningful for Chinese management context, which is a beneficial complement to concrete content of this research paradigm and team leadership theory. Also, the research explains relevant mechanism according to social identity theory, which could enhance explanatory power of this theory in team work context. Second, based on empirical study results and relevant conclusions, team leader should act out a higher standard OCB to promote team employee’s identification in different forms, and then promote their in-role performance. Accordingly, senior managers should inspect the level of team leader’s OCB in selection process and maintain it in a higher standard by relevant management methods to promote team and organization effectiveness. The deficiency and prospect of the research are discussed.
作者
韩志伟
刘丽红
Han Zhiwei;Liu Lihong(Department of Psychology,Harbin Normal University,Harbin,150025)
出处
《心理科学》
CSSCI
CSCD
北大核心
2019年第1期137-143,共7页
Journal of Psychological Science
