管理评论 ›› 2021, Vol. 33 ›› Issue (3): 202-212.

• 组织行为与人力资源管理 • 上一篇    下一篇

谦逊型领导对员工跨界行为的影响:基于组织的自尊和环境不确定性的作用

张征   

  1. 山西财经大学工商管理学院, 太原 030006
  • 收稿日期:2018-01-11 出版日期:2021-03-28 发布日期:2021-04-06
  • 作者简介:张征,山西财经大学工商管理学院副教授,博士。
  • 基金资助:
    教育部人文社会科学研究青年基金项目(17YJC630222)。

The Influence of Humble Leadership on Employee Spanning Behavior: The Role of Organization-based Self-esteem and Environmental Uncertainty

Zhang Zheng   

  1. School of Business Administration, Shanxi University of Finance & Economics, Taiyuan 030006
  • Received:2018-01-11 Online:2021-03-28 Published:2021-04-06

摘要: 本研究以自我概念理论为理论框架,通过两个时点的问卷调查,以4家科技企业的276名员工为样本,考察了谦逊型领导对员工跨界行为的影响机制,尤其是基于组织的自尊的中介作用和环境不确定性的调节作用。层级回归结果表明:(1)谦逊型领导对员工跨界行为具有显著的正向影响;(2)基于组织的自尊在谦逊型领导和员工跨界行为之间起部分中介作用;(3)环境不确定性调节谦逊型领导和基于组织的自尊之间的关系,即环境不确定性越高,谦逊型领导和基于组织的自尊之间的正向关系越强;(4)环境不确定性调节基于组织的自尊在谦逊型领导和员工跨界行为之间的中介效应,即环境不确定性水平越高,基于组织的自尊在两者之间的间接关系越强。

关键词: 谦逊型领导, 员工跨界行为, 基于组织的自尊, 环境不确定性

Abstract: In this study, we try to examine the effect of humble leadership on employee spanning behavior, and the mediating role of organization-based self-esteem, as well as the moderating role of environmental uncertainty between humble leadership and employee spanning behavior in the Chinese organization context. Based on the self-concept theory, this study constructs a moderated mediation model, which integrates relationships mentioned above. Data are collected from 276 employees from 4 technology companies through 2 wave surveys. Hierarchical regression modeling is used to test the hypotheses we proposed. In line with our hypotheses, regression results show that:(1) humble leadership has a significant positive influence on employee spanning behavior; (2) organization-based self-esteem partially mediates the relationship between humble leadership and employee spanning behavior; (3) environmental uncertainty significantly moderates the relationship between humble leadership and employee spanning behavior, namely the influence of humble leadership on employee spanning behavior will be stronger when environmental uncertainty is high; (4) environmental uncertainty moderates the mediating relationship between humble leadership and employee spanning behavior via organization-based self-esteem, such that the mediating effect will be strengthened when environmental uncertainty is high.

Key words: humble leadership, employee spanning behavior, organization-based self-esteem, environmental uncertainty