领导成员交换关系、领导领导交换关系和组织开放度对员工谏言行为的影响

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领导成员交换关系、领导领导交换关系和组织开放度对员工谏言行为的影响

 

Author: 马益民
Ma, Yimin
Title: 领导成员交换关系、领导领导交换关系和组织开放度对员工谏言行为的影响
Ling dao cheng yuan jiao huan guan xi, ling dao ling dao jiao huan guan xi he zu zhi kai fang du dui yuan gong jian yan xing wei de ying xiang
The effects of leader-member exchange, leader-leader exchange, and organizational openness on employee voice behaviors
Degree: D.Mgt.
Year: 2010
Subject: Hong Kong Polytechnic University -- Dissertations
Communication in organizations
Department: Graduate School of Business
Pages: vii, 87 leaves : ill. ; 30 cm.
InnoPac Record: http://library.polyu.edu.hk/record=b2394230
URI: http://theses.lib.polyu.edu.hk/handle/200/6019
Abstract: Voice behavior aims at "proactively challenging the status quo and making constructive suggestions" (Van Dyne, Cummings, & McLean Parks, 1995). Past research on voice behavior has mainly focused on employees' voice behavior toward their direct supervisors. However, potential targets of the voice behavior may include not only direct supervisors, but also upper-level supervisors (Detert & Trevifio, 2010) . In the thesis, I distinguish two types of voice behaviors: direct voice behavior and up voice behavior. The target of direct voice behavior is the direct supervisor, while the target of up voice behavior is the supervisor of the direct supervisor (up supervisor). It is important to make such a distinction, which may advance our understanding of the underlying psychological mechanisms of voice behavior. Based on social exchange theory (Homans, 1958; Blau, 1964) and Leader-Member Exchange theory (Scandura & Graen, 1984; Graen & Uhl-Bien, 1995), this study mainly focused on the effects of Leader-Member Exchange and Leader-Leader Exchange (Tangirala, Green, & Ramanujam, 2007) on the two types of voice behaviors. At the same time, this paper examined the impact of organizational openness (Morrison & Milliken, 2000) on voice behaviors. Data were collected from 339 participants working in 50 teams, including team members, team supervisors, and up supervisors, in a large state-owned enterprise in China. Analyses of the data showed that: (1) Leader-Member Exchange (LMX) between employees and their direct supervisors was positively related to direct voice behavior; (2) Upper Leader-Member Exchange (ULMX) between employees and their up supervisors was positively related to up voice behavior; (3) The positive relationship between LMX and direct voice behavior was not moderated by Leader-Leader Exchange; (4) The positive relationship between ULMX and up voice behavior was moderated by Leader-Leader Exchange; (5) Organizational openness was not related to direct voice behavior; (6) Organizational openness was negatively related to up voice behavior. The implications to theories and managerial practices were discussed and directions for future studies were also provided.

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