%0 Journal Article
%T 领导底线心智对员工工作绩效的影响：基于社会认知理论的视角<br>The Influence of the Supervisor Bottom-Line Mentality on Employee Job Performance: A Social Cognitive Perspective
%A 车丹
%A 刘梦佳
%J Advances in Psychology
%P 819-827
%@ 2160-7281
%D 2024
%I Hans Publishing
%R 10.12677/AP.2024.142103
%X 领导底线心智对员工及其组织带来的负面影响受到了学者的广泛关注，然而，针对领导底线心智对员工工作绩效的影响机制探讨较为有限，并且现有研究结论未达成一致。有鉴于此，本文从社会认知理论的三元互动视角出发，构建了一个两阶段有调节的中介作用模型，试图解释和厘清领导底线心智对下属工作绩效的影响机制及边界条件。本文采用多水平结构方程建模技术，通过对两个独立的两时间点收集的主管–员工配对样本进行分析，结果表明：1) 领导底线心智会激发员工的道德推脱；2) 领导辱虐管理行为在领导底线心智激发员工道德推脱的过程起到了显著的正向调节作用；3) 在员工的回报预期较低的情形下，员工的道德推脱与其工作绩效呈负相关；4) 当且仅当领导煽动辱虐管理水平较高且员工回报预期水平较低时，领导底线心智通过员工道德推脱对员工工作绩效产生负向的间接影响较为显著。本文为深化领导底线心智的研究和管理实践提供了重要参考。<br />
The detrimental effects of leader Bottom-line mentality (BLM) on employees and organizations have received extensive attention from scholars. However, limited research has explored the mecha-nisms through which leader BLM influences employee job performance, and existing conclusions remain inconclusive. In light of this, this paper adopts a three-element interactive perspective from social cognitive theory, constructing a two-stage moderated mediation model to elucidate and clari-fy the mechanisms and boundary conditions of the impact of leader bottom-line mentality on sub-ordinates’ job performance. Employing multi-level structural equation modeling techniques and analyzing supervisor-subordinate dyadic samples collected at two independent time points, the re-sults indicate that: 1) Leader bottom-line mentality triggers employees’ moral disengagement; 2) Abusive supervisory behavior significantly positively moderates the process through which leader bottom-line mentality stimulates employees’ moral disengagement; 3) In situations where em-ployees have lower expectations of rewards, moral disengagement is negatively correlated with job performance; 4) Leader bottom-line mentality exerts a significantly negative indirect impact on employee job performance through employees’ moral disengagement only when both leader insti-gation of abusive management and low employee expectations of rewards are present. This study contributes valuable insights to the deepening of leader bottom-line mentality research and man-agement practices.
%K 领导底线心智，道德推脱，领导煽动辱虐管理，回报预期<br>Bottom-Line Mentality
%K Moral Disengagement
%K Instigated Abusive Supervision
%K Reward Expectancy
%U http://www.hanspub.org/journal/PaperInformation.aspx?PaperID=81902