Inclusive Leadership and Pro-Social Rule Breaking: The Role of Psychological Safety, Leadership Identification and Leader-Member Exchange

被引:37
作者
Wang, Feng [1 ]
Shi, Wendian [1 ]
机构
[1] Shanghai Normal Univ, Dept Psychol, Sch Educ, Shanghai, Peoples R China
关键词
Inclusive leadership; pro-social rule breaking; psychological safety; leadership identification; leader-member exchange; IDENTITY THEORY; MEDIATING ROLE; TRANSFORMATIONAL LEADERSHIP; ETHICAL LEADERSHIP; WORK ENGAGEMENT; EMPLOYEE VOICE; MODEL; BEHAVIOR; ANTECEDENTS; PERSPECTIVE;
D O I
10.1177/0033294120953558
中图分类号
B84 [心理学];
学科分类号
04 ; 0402 ;
摘要
This study explores the impact of inclusive leadership on employees' pro-social rule breaking through the dual path of psychological safety and leadership identification, as well as the moderating role of leader-member exchange in the above paths. We used questionnaires to survey 303 employees at two time points. The results show that inclusive leadership has a significant positive impact on employees' pro-social rule breaking, that psychological safety and leadership identification play mediating roles in this relationship, and that there is no significant difference between the mediating effects. Leader-member exchange moderates the indirect effect of inclusive leadership on pro-social rule breaking through psychological safety. That is, under a high level of leader-member exchange, inclusive leadership has a strong impact on psychological safety and pro-social rule breaking, but the moderating effect of inclusive leadership on employees' pro-social rule breaking through leadership identification is not significant. This study provides guidance for improving the vitality of employees and promoting the development of enterprise rules.
引用
收藏
页码:2155 / 2179
页数:25
相关论文
共 72 条
[61]   Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices [J].
Schriesheim, CA ;
Castro, SL ;
Cogliser, CC .
LEADERSHIP QUARTERLY, 1999, 10 (01) :63-113
[62]   Prosocial rule-breaking to help coworker: Nature, causes, and effect on service performance [J].
Shum, Cass ;
Ghosh, Ankita ;
Gatling, Anthony .
INTERNATIONAL JOURNAL OF HOSPITALITY MANAGEMENT, 2019, 79 :100-109
[63]   Identity theory and social identity theory [J].
Stets, JE ;
Burke, PJ .
SOCIAL PSYCHOLOGY QUARTERLY, 2000, 63 (03) :224-237
[64]   Transformational leadership and job performance: A social identity perspective [J].
Tse, Herman H. M. ;
Chiu, Warren C. K. .
JOURNAL OF BUSINESS RESEARCH, 2014, 67 (01) :2827-2835
[65]   Leader-Member Exchange Theory and Research: Accomplishments and Future Challenges [J].
van Breukelen, Wim ;
Schyns, Birgit ;
Le Blanc, Pascale .
LEADERSHIP, 2006, 2 (03) :295-316
[66]   A social identity model of leadership effectiveness in organizations [J].
van Knippenberg, D ;
Hogg, MA .
RESEARCH IN ORGANIZATIONAL BEHAVIOR, VOL 25, 2003, 25 :243-295
[67]   Ethical climate and pro-social rule breaking in the workplace [J].
Vardaman, James M. ;
Gondo, Maria B. ;
Allen, David G. .
HUMAN RESOURCE MANAGEMENT REVIEW, 2014, 24 (01) :108-118
[68]   Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification (Publication with Expression of Concern) [J].
Walumbwa, Fred O. ;
Mayer, David M. ;
Wang, Peng ;
Wang, Hui ;
Workman, Kristina ;
Christensen, Amanda L. .
ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES, 2011, 115 (02) :204-213
[69]   Leader Personality Traits and Employee Voice Behavior: Mediating Roles of Ethical Leadership and Work Group Psychological Safety [J].
Walumbwa, Fred O. ;
Schaubroeck, John .
JOURNAL OF APPLIED PSYCHOLOGY, 2009, 94 (05) :1275-1286
[70]  
Wang H, 2005, ACAD MANAGE J, V48, P420, DOI 10.2307/20159668