The Influence of Participative Leadership on Team Performance： The Multilevel Chain Mediating Effect of Perceived Organizational Support and Subordinates’ Moqi

Abstract

Abstract: Subordinates’ moqi is believed to be a particularly salient construct in certain Chinese management contexts. How does participative leadership affect team performance through subordinates’ moqi in the context of Chinese culture? Based on the path goal theory and social learning theory, this study analyzes the data of 63 team leaders and 673 employees by using the multilevel structural equation model, and explores the multilevel chain intermediate effect of perceived organizational support and subordinates’moqi between participative leadership and team performance. The results show that (1) participative leadership is positively related to perceived organizational support and subordinates’ moqi; (2) there is significant positive correlation between perceived organizational support and subordinates’ moqi; (3) perceived organizational support and subordinates’ moqi is positively related to team performance; and (4) perceived organizational support and subordinates’ moqi play a multilevel level chain mediating effect between participative leadership and team performance. The results not only provide reference for future researches on the dynamic relationship between individuals and collectives, but also have certain enlightenment for the practice of organizational management.

Key words: participative leadership, perceived organizational support, subordinates’moqi, team performance

Qiao Yongsheng, Qiao Risheng, Chen Lihong. The Influence of Participative Leadership on Team Performance： The Multilevel Chain Mediating Effect of Perceived Organizational Support and Subordinates’ Moqi[J]. Management Review, 2023, 35(3): 196-206.

References

[1] Gill C., Caza A. An Investigation of Authentic Leadership's Individual and Group Influences on Follower Responses[J]. Journal of Management, 2018,44(2):530-554
[2] 杨朦晰,陈万思,周卿钰,等.中国情境下领导力研究知识图谱与演进:1949-2018年题名文献计量[J].南开管理评论, 2019,22(4):80-94
[3] Perry K., Mumford M. D., Bower I., et al. Qualitative and Historiometric Methods in Leadership Research:A Review of the First 25 Years of the Leadership Quarterly[J]. The Leadership Quarterly, 2014,25(1):132-151
[4] Van Knippenberg D., Dahlander L., Haas M. R., et al. Information, Attention, and Decision Making[J]. Academy of Management Journal, 2015,58(3):649-657
[5] Yan J. An Empirical Examination of the Interactive Effects of Goal Orientation, Participative Leadership and Task Conflict on Innovation in Small Business[J]. Journal of Developmental Entrepreneurship, 2011,16(3):393-408
[6] Bliese P. D., Halverson R. R., Schriesheim C. A. Benchmarking Multilevel Methods in Leadership:The Articles, the Model, and the Data Set[J]. The Leadership Quarterly, 2002,13(1):3-14
[7] Yammarino F. J., Dionne S. D., Chun J. U., et al. Leadership and Levels of Analysis:A State-of-the-Science Review[J]. The Leadership Quarterly, 2005,16(6):879-919
[8] Alvesson M., Einola K. Warning for Excessive Positivity:Authentic Leadership and Other Traps in Leadership Studies[J]. The Leadership Quarterly, 2019,30(4):383-395
[9] Sidani Y. M., Rowe W. G. A Reconceptualization of Authentic Leadership:Leader Legitimation Via Follower-Centered Assessment of the Moral Dimension[J]. The Leadership Quarterly, 2018,29(6):623-636
[10] 李绍龙,龙立荣,朱其权.同心求变:参与型领导对员工主动变革行为的影响机制研究[J].预测, 2015,34(3):1-7
[11] Zhu W., Newman A., Miao Q., et al. Revisiting the Mediating Role of Trust in Transformational Leadership Effects:Do Different Types of Trust Make a Difference?[J]. The Leadership Quarterly, 2013,24(1):94-105
[12] Huang X., Iun J., Liu A., et al. Does Participative Leadership Enhance Work Performance by Inducing Empowerment or Trust?The Differential Effects on Managerial and Non-Managerial Subordinates[J]. Journal of Organizational Behavior, 2010,31(1):122-143
[13] Somech A. The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams[J]. Journal of Management, 2006,32(1):132-157
[14] Mathieu J. E., Chen G. The Etiology of the Multilevel Paradigm in Management Research[J]. Journal of Management, 2011,37(2):610-641
[15] Chen G., Thomas B., Wallace J. C. A Multilevel Examination of the Relationships among Training Outcomes, Mediating Regulatory Processes, and Adaptive Performance[J]. Journal of Applied Psychology, 2005,90(5):827-841
[16] Tsui A. S. From Homogenization to Pluralism:International Management Research in the Academy and Beyond[J]. Academy of Management Journal, 2007,50(6):1353-1364
[17] Barkema H. G., Chen X. P., George G., et al. West Meets East:New Concepts and Theories[J]. Academy of Management Journal, 2015,58(2):460-479
[18] Zheng X., Li N., Brad Harris T., et al. Unspoken Yet Understood:An Introduction and Initial Framework of Subordinates' Moqi with Supervisors[J]. Journal of Management, 2019,45(3):955-983
[19] Tavares S. M., Van K. D., Van Dick R. Organizational Identification and "Currencies of Exchange" :Integrating Social Identity and Social Exchange Perspectives[J]. Journal of Applied Social Psychology, 2016,46(1):55-82
[20] Rockstuhl T., Eisenberger R., Shore L. M., et al. Perceived Organizational Support (POS) across 54 Nations:A Cross-Cultural Meta-Analysis of POS Effects[J]. Journal of International Business Studies, 2020,51(6):933-962
[21] Nohe C., Michaelis B., Menges J. I., et al. Charisma and Organizational Change:A Multilevel Study of Perceived Charisma, Commitment to Change, and Team Performance[J]. The Leadership Quarterly, 2013,24(2):378-389
[22] 张若勇,张柳柳,王海珍.差错规避对部门绩效的影响:一个跨层链式中介模型[J].管理评论, 2017,29(4):143-153
[23] House R. J. Path-Goal Theory of Leadership:Lessons, Legacy, and a Reformulated Theory[J]. The Leadership Quarterly, 1996,7(3):323-352
[24] Hackman J. R. Learning More by Crossing Levels:Evidence from Airplanes, Hospitals, and Orchestras[J]. Journal of Organizational Behavior, 2003,24(8):905-922
[25] Arnold J. A., Arad S., Rhoades J. A., et al. The Empowering Leadership Questionnaire:The Construction and Validation of a New Scale for Measuring Leader Behaviors[J]. Journal of Organizational Behavior, 2000,21(3):249-269
[26] Lam C. K., Huang X., Chan S. C. H. The Threshold Effect of Participative Leadership and the Role of Leader Information Sharing[J]. Academy of Management Journal, 2015,58(3):836-855
[27] 向常春,龙立荣.参与型领导与员工建言:积极印象管理动机的中介作用[J].管理评论, 2013,25(7):156-166
[28] Lee A., Willis S., Tian A. W. Empowering Leadership:A Meta-Analytic Examination of Incremental Contribution, Mediation, and Moderation[J]. Journal of Organizational Behavior, 2018,39(3):306-325
[29] Salman M., Khan M. N., Javaid M. Leadership Style and Employee Performance through Mediating Role of Work Engagement[J]. American Journal of Business and Society, 2016,1(3):129-135
[30] Sauer S. J. Taking the Reins:The Effects of New Leader Status and Leadership Style on Team Performance[J]. Journal of Applied Psychology, 2011,96(3):574-585
[31] Imamoglu S. Z., Ince H., Keskin H., et al. The Role of Leadership Styles and Organizational Learning Capability on Firm Performance[J]. Journal of Global Strategic Management, 2015,9(1):113-124
[32] Allen D. G., Shore L. M., Griffeth R. W. The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process[J]. Journal of Management, 2003,29(1):99-118
[33] Eisenberger R., Huntington R., Hutchison S., et al. Perceived Organizational Support[J]. Journal of Applied Psychology, 1986,71(3):500-507
[34] 孙健敏,陆欣欣,孙嘉卿.组织支持感与工作投入的曲线关系及其边界条件[J].管理科学, 2015,28(2):93-102
[35] 文吉,侯平平.顾客粗暴行为与酒店员工组织公民行为研究:基于组织支持感的中介作用[J].南开管理评论, 2015,18(6):35-45
[36] Deci E. L., Ryan R. M. The"What "and" Why"of Goal Pursuits:Human Needs and the Self-determination of Behavior[J]. Psychological Inquiry, 2000,11(4):227-268
[37] Sharma P. N., Kirkman B. L. Leveraging Leaders:A Literature Review and Future Lines of Inquiry for Empowering Leadership Research[J]. Group&Organization Management, 2015,40(2):193-237
[38] Bandura A. Self-efficacy:Toward a Unifying Theory of Behavioral Change[J]. Advances in Behaviour Research&Therapy, 1977,1(4):139-161
[39] Liu D., Liao H., Loi R. The Dark Side of Leadership:A Three-Level Investigation of the Cascading Effect of Abusive Supervision on Employee Creativity[J]. Academy of Management Journal, 2012,55(5):1187-1212
[40] 王震,明晓东,杨轶清.本性使然还是环境塑造?--CEO道德领导行为的影响因素及其传递效应[J].经济管理, 2017,39(1):100-113
[41] 王娟,张喆,杨妞.调节焦点视角下工作压力对员工创造力的影响[J].管理工程学报, 2020,34(2):161-171
[42] 邢蕊,周建林,王国红.创业团队知识异质性与创业绩效关系的实证研究--基于认知复杂性和知识基础的调节作用[J].预测, 2017,36(1):1-7
[43] 李忠民,张阳.知识型员工职涯高原影响因素实证研究--心理控制源的调节作用[J].软科学, 2012,26(12):93-98
[44] Ployhart R. E., Moliterno T. P. Emergence of the Human Capital Resource:A Multilevel Model[J]. Academy of Management Review, 2011,36(1):127-150
[45] Turner J. C. Social Categorization and The Self-concept:A Cosial Cognitive Theory of Group Behavior[J]. Advances in Group Processes, 1985,(2):77-121
[46] Brislin R. W. Translation and Content Analysis of Oral and Written Materials[A]. In Triandis H. C., Berry J. W.(Eds.) Handbook of Cross-cultural Psychology[C]. Boston, MA:Allyn and Bacon, 1980
[47] Tjosvold D. Cooperative and Competitive Interdependence:Collaboration between Departments to Serve Customers[J]. Group&Organization Management, 1988,13(3):274-289
[48] Van Der Vegt G. S., Bunderson J. S. Learning and Performance in Multidisciplinary Teams:The Importance of Collective Team Identification[J]. Academy of Management Journal, 2005,48(3):532-547
[49] 陈万思,周卿钰,杨朦晰,等.基于跨层双中介模型的知识服务团队认同对团队绩效的影响过程研究[J].管理学报, 2019,16(8):1153-1160
[50] Schippers M. C., Den Hartog D. N., Koopman P. L., et al. Diversity and Team Outcomes:The Moderating Effects of Outcome Interdependence and Group Longevity and the Mediating Effect of Reflexivity[J]. Journal of Organizational Behavior, 2003,24(6):779-802
[51] Huselid M. A., Jackson S. E., Schuler R. S. Technical and Strategic Human Resources Management Effectiveness as Determinants of Firm Performance[J]. Academy of Management Journal, 1997,40(1):171-188
[52] Podsakoff P. M., Organ D. W. Self-reports in Organizational Research:Problems and Prospects[J]. Journal of Management, 1986,12(4):531-544
[53] Farmer, Lawrence G. Use of Multilevel Covariante Structure Analysis to Evaluate the Multilevel Nature of Theoretical Constructs[J]. Social Work Research, 2000,24(3):180-191
[54] 方杰,邱皓政,张敏强.基于多层结构方程模型的情境效应分析--兼与多层线性模型比较[J].心理科学进展, 2011,19(2):284-292
[55] Preacher K. J., Zyphur M. J., Zhang Z. A General Multilevel SEM Framework for Assessing Multilevel Mediation[J]. Psychological Methods, 2010,15(3):209-233
[56] Preacher K. J., Zhang Z., Zyphur M. J. Alternative Methods for Assessing Mediation in Multilevel Data:The Advantages of Multilevel SEM[J]. Structural Equation Modeling, 2011,18(2):161-182
[57] Zhang Z., Zyphur M. J., Preacher K. J. Testing Multilevel Mediation Using Hierarchical Linear Models:Problems and Solutions[J]. Organizational Research Methods, 2009,12(4):695-719
[58] 吴士健,孙专专,刘新民,等.家长式领导有助于员工利他行为吗?--基于中国情境的多重中介效应研究[J].管理评论, 2020,32(2):205-217
[59] Bamberger P. From the Editors:Beyond Contextualization:Using Context Theories to Narrow the Micro-Macro Gap in Management Research[J]. Academy of Management Journal, 2008,51(5):839-846
[60] Lorinkova N. M., Pearsall M. J., Henry P. S. Jr. Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams[J]. Academy of Management Journal, 2013,56(2):573-596
[61] Rossberger R. J., Krause D. E. Participative and Team-Oriented Leadership Styles, Countries' Education Level, and National Innovation:The Mediating Role of Economic Factors and National Cultural Practices[J]. Cross-Cultural Research, 2015,49(1):20-56
[62] 赵晨,唐朝永,张永胜,等.任务冲突与科研团队人才集聚效应:参与型领导的调节效应[J].科学管理研究, 2019,37(5):56-60