服务型组织中授权型领导对亲组织非伦理行为的影响

Based on social identity theory and self-regulation theory, our proposed research project aims to provide new insights on an especially important but yet underdiscussed problem that “how to mitigate unethical pro-organizational behavior under the supervision of empowering leaders in service organizations”. The objectives of our proposed research project are four-fold. First, studying on multiple cases from the service industry, we attempt to illustrate that empowering leadership has a dark side. It may lead to employees’ unethical pro-organizational behavior. Second, with a three-wave survey data, we demonstrate the cognitive mechanisms that link empowering leadership to employees’ unethical pro-organizational behavior. We suggest that empowering leadership can significantly enhance employees’ group identification and illusionary control which subsequently cause unethical pro-organizational behavior. Moreover, we suggest that individuals’ characteristics such as service performance goal orientations and moral attentiveness may significantly influence the impact of empowering leadership on unethical pro-organizational behavior. Third, based on results derived from scenario simulation and field experiments, we argue that contextual factors, such as team service performance feedback and ethical climate significantly moderate the relationship between empowering leadership and unethical pro-organizational behavior. Fourth, we collect another multi-wave survey data to develop a moderated mediation model which describes how situationalcontextual factors mitigate the negative effect of empowering leadership. In summary, this research project contributes to the literature of empowering leadership and unethical pro-organizational behavior by exploring the dark side of empowering leadership, opening the black box regarding the influence mechanisms of empowering leadership on unethical pro-organizational behavior, as well as demonstrating the boundary conditions for the negative effectiveness of empowering leadership. Finally, we expect to provide practitioners in service organizations with managerial implications regarding how to successfully mitigate the dark side of empowering leadership.

本项目综合运用案例访谈、问卷调查、情景模拟、现场实验等多种研究方法，聚焦回应“如何有效地减少服务型组织中因授权型领导而导致的亲组织非伦理行为”这一关键问题。具体而言，本项目首先提出在服务工作情境中，授权型领导具有潜在负面效应，即促使员工开展亲组织非伦理行为。进而，基于社会身份理论和自我调节理论，本项目阐明授权型领导通过影响员工的团队认同感和行为控制感，促发亲组织非伦理行为的中介过程。在此基础上，鉴于服务绩效和组织伦理与员工服务认知决策紧密关联，本项目分别考察这两方面因素在个体层面和团队层面上强化/削弱授权型领导负面效应的边界影响机制。综合上述研究结果，本项目最终为服务型组织提供一系列有效避免因授权赋能而导致亲组织非伦理行为的管理建议与应对策略。

在为期四年的项目研究中，我们按照项目申请书中的进度计划，同时整合理论界在近四年的新进展，围绕“领导力”和“伦理行为”两大主题，聚焦服务型组织，系统地开展了多项子研究工作，并凝练出以下三方面主要的代表性理论进展。首先，打开新兴组织场景中领导力促进群体伦理行为的过程机制。我们分别从领导者自上而下实施领导力影响，团队内不同角色融合产生领导力影响，以及员工自下而上形成领导力影响等三个视角，阐明服务组织内谁能运用领导力来影响群体伦理行为。其次，阐明不确定背景下员工如何有效回应不伦理行为。聚焦团队冲突、新冠疫情等不确定危机，提出服务组织员工可以采取的积极策略，以应对自身心理健康和工作绩效结果。第三，探讨服务型组织如何合理应对亲组织非伦理行为。我们深入探讨亲组织非伦理行为的独特特征及形成机制，揭示这类行为可能导致的长期负面结果，进而提出一系列识别及管理这类行为的行动思路。总体上，我们全面地推进了项目计划中的各项关键研究工作。在成果发表方面，目前我们在商业伦理和组织行为领域的权威期刊（SSCI）上已发表两篇学术论文，在国内管理学及管理心理学领域权威期刊发表了三篇文章。值得指出的是，本项目还有一系列重要研究发现正在国际、国内重要学术期刊审稿过程中。在研究成果转化方面，我们将各项研究结论成功转化并形成了本科“伦理与社会责任”，MBA“企业社会责任与伦理”等一系列教学课程，并荣获省级一流本科课程、省级课程思政示范课等。同时，相关研究结论也受到众多企业，尤其是服务型组织的密切关注和实际应用。在国际学术合作与人才培养方面，我们与本领域的两个国际上具有高影响力的研究小组建立了切实合作关系，并且已经完成或正在进行多项合作研究工作。在本项目支持上，我们有多位本科生和研究生顺利毕业。