下属越轨创新对主管阻抑的影响——地位威胁感和权威主义取向的作用

摘要： 主管阻抑作为一种相对隐蔽的负性领导行为，会潜移默化地削弱下属的绩效表现。有鉴于此，探索主管阻抑的发生机制，能够帮助我们更好地预防主管阻抑。本研究基于125份两时间点的上下级配对数据，探讨了下属抗令创新对主管阻抑的影响机理。结果表明：下属抗令创新会诱发主管阻抑，且主管的地位威胁感在此过程中起到部分中介作用；此外，主管权威主义取向对下属抗令创新与地位威胁感之间的正向关系具有显著的强化效应。
Abstract: In organizational research, scholars concerned excessively with the overt, radical actions like abusive supervision, yet covert, incremental actions like supervisor undermining received far less research attention. Supervisor undermining refers to the behavior intended to hinder, over time, a subordinate’s ability to establish and maintain positive interpersonal relationships, work-related success, and favorable reputation. It can take a range of forms and may vary in the manner in which it damages a relationship or a reputation. For example, undermining may take the form of direct actions, such as intentionally spreading rumors about a person, rejecting someone absolutely, or scorning someone's ideas. In addition, undermining may also be accomplished through withholding, such as withholding some information or failing to defend someone. Empirical research has suggested that supervisor undermining may cause negative influence to organizations as well as employees. Therefore, many scholars have made a call for developing richer antecedent models of supervisor undermining To date, existing research suggested envy, relationship conflict, moral disengagement, and bottom-line mentality can evoke supervisor undermining, few have considered the importance role of subordinates’ behaviors in shaping supervisor undermining. To address this issue, this study aims to investigate the effects of subordinates’ creative deviance on supervisor undermining as long as its mediating mechanism and boundary condition. Specifically, we focused on testing the mediating role of hierarchy threat and the moderating role of authoritarianism. A field study was adopted to test hypotheses. Based on a sample 125 dyads of subordinates and their supervisors in China, we got four conclusions by using a series of regression analysis: 1) subordinates’ creative deviance was positively related to supervisor undermining. 2) such relationship was partially mediated by supervisor perceived hierarchy threat. 3) supervisors’ authoritarianism moderated the relationship between creative deviance and hierarchy threat, such that this relationship was only significant when supervisors’ authoritarianism was high. Our findings offer several important theoretical and practical implications. First, our research extends previous studies on the antecedents of supervisor undermining by