君不言子不语：管理者征求建言及其对下属建言行为的影响

Voice behavior is a hot topic in the field of management, and it is an important method for organizations to adapt to the rapidly changing environment and enhance their competitiveness. In Chinese organizations, it is easy to find the phenomenon: even if there are ideas, employees usually remain silent, until their supervisors ask for their voice. It can be referred that managerial voice solicitation is a unique management issue within Chinese organizational context, playing a critical role for Chinese employees’ voice behavior. Nevertheless, it is surprising that only a very few studies have focused on managerial voice solicitation. To fill this gap, in this project, we focus on managerial voice solicitation, and explore the concept and structure of voice solicitation first of all. According to the communication process model, we propose that managerial voice solicitation can be divided into public-private solicitation, and general–specific solicitation. Furthermore, we construct the theoretical model to analyze the influencing factors and the mechanism of the managerial voice solicitation, and its influence on voice behavior. Based on the theory of planned behavior, we propose that the managerial power distance orientation, superior expectation, and managerial self-efficacy influence the managerial voice solicitation, through the mediating effect of voice solicitation intention. Meanwhile, superior expectation and managerial self-efficacy will moderate the relationship between voice solicitation intention and public-private solicitation, and the relationship between voice solicitation intention and general-specific solicitation, respectively. In addition, based on the cognitive-affective system theory of personality (CAPS), we further put forward that managerial voice solicitation can affect subordinates' voice behavior by the mediating effects of voice self-efficacy and feeling trusted. Finally, based on the results of empirical studies, we will propose a comprehensive solution for voice solicitation and voice behavior.

在中国组织情境中，管理者向下属征求建言是破解员工建言难题的关键。本课题聚焦于管理者征求建言（voice solicitation），首先探索管理者征求建言的内涵与结构，进而构建理论模型分析管理者征求建言的影响因素与发生机制，以及管理者征求建言对下属建言行为的影响与内在机制。基于计划行为理论，本课题提出，管理者的权力距离倾向、上级领导期望、管理自我效能能够影响管理者征求建言，而上级领导期望、管理自我效能的调节作用会影响管理者征求建言的形式与内容。在此基础上，本课题进一步提出，管理者征求建言通过认知、情感双路径影响下属的建言行为，即下属的建言自我效能、被信任感的中介作用。最后，整合课题的研究发现，提出激发管理者征求建言与员工建言行为的综合管理对策。

本课题以管理者征求建言为中心，开展了八个方面的研究：（一）管理者征求建言的理论研究，在回顾相关研究的基础上，构建管理者征求建言的理论模型，提出管理者征求建言在形式与内容上存在差异及其影响因素。（二）管理者征求建言的实证研究，采用质性研究、模拟情境实验、回溯式问卷，探索中国组织情境中，管理者征求建言的事件属性，及其与下属反应的关系。（三）围绕员工建言行为，分析了自我领导、群体氛围、组织政治知觉的影响及其机制，而且将建言行为拓展到了消费领域。（四）就管理者采纳建言，分析了下属特征、建言方式、建言者情绪等因素对管理者采纳建言的影响及其内在机制。（五）VUCA时代，组织员工面临越来越严重的情绪问题，表现为情绪耗竭，不但会导致员工心理和身体健康问题，影响工作绩效，甚至给组织带来负担。本课题探讨了组织政治知觉、心理授权对情绪耗竭的影响。（六）随着社会经济的发展，组织员工对体面劳动的需求越来越强烈。本课题探索了体面劳动对建言行为、主动行为的影响及其内在机制。（七）员工的不道德与违规行为对组织具有极大的危害，本课题探索了组织政治知觉和亲组织不道德行为的非线性关系，以及中庸思维的调节作用，并分析了新入职员工的违规行为。（八）应用研究，探讨了创造力、类亲情交互、年长员工、工作重塑等与管理实践紧密相关的主题。