伦理型领导影响员工建言的多重中介效应比较研究

摘要： 摘 要 采用问卷调查法，对244名企业员工进行调查，构建了伦理型领导对员工建言行为的多重中介模型，比较建言效能感、心理安全感与上下级关系的个别中介效应。结果显示：伦理型领导通过建言效能感、心理安全感与上下级关系的并行多重中介作用对员工建言行为产生影响；建言效能感与心理安全感的个别中介效应均显著大于上下级关系，建言效能感与心理安全感的中介效应无显著差异。
Abstract: Abstract Given the severe environment with intense competition and unpredictable technology changes, an increasing number of organizations realize that employees should be encouraged to voice. To address this issue, we built a multiple-mediation model on employees’ voice behavior. We examined the mediation role of voice-efficacy, psychological safety and supervisor- subordinate guanxi in the relationship between ethical leadership and employees’ voice behavior. Moreover, we compared the strength of their mediation effects to explore the mediating effect in the same interpretation logic. 300 employee questionnaires and 60 leadership questionnaires were distributed to the 18 companies located in Zhejiang Province, 281 employees(response rate was 93.67%) and 55supervisors(response rate was 91.67%) returned the questionnaires. After screening out the problematic cases, the final sample consists of 244 employees and 51 supervisors. In the sample of employees, 47.95% were male, 52.05% were female; 45.90% participants ranged from 25-30 years old, 57.79% employees working in 6 years. In addition, in the sample of supervisors, 65.8% were male, 34.2% were female; 42.5% participants ranged from 35-40 years old, 49.2% employees working in 10-15 years. To examine the distinctiveness of the study variables, we conducted a confirmatory factor analysis by using AMOS 17.0. We also employed SEM to test the multiple mediating effects. Finally, we compared the strength of their mediating effects by Mplus 7.0. In general, this study proposed and tested a multiple mediation model in which ethical leadership influences employees’ voice behavior, with voice-efficacy, psychological safety and supervisor-subordinate guanxi as mediators. The results showed that ethical leadership can influence employee’s voice behavior through the parallel multiple mediating effects; further, the mediating effect of voice-efficacy and psychological safety are significantly larger than that of supervisor- subordinate, and the mediating effect of voice-efficacy is significantly larger than that of psychological safety. Our findings contribute to employees’ voice behavior literature. Most studies have focused on the single mediation process underlying the relationship between ethical leadership and voice behavior and lack a unified research framework, which hinders the transverse comparison of