CAJ | 학술논문

采用情境实验(以126名在职 MBA学员为被试)与问卷调查(以187名企业员工为研究对象)相结合的方法，考察了中国文化情境下注重“施恩”的仁慈领导方式对员工亲社会性规则违背(PSRB)的影响效果及其边界条件。结果发现：(1)仁慈领导对员工PSRB具有正向影响；(2)组织不确定性对员工PSRB亦具有正向影响，并对仁慈领导与员工PSRB的关系存在负向调节效应。当组织不确定性较高时，这一关系较弱；(3)权力距离取向对员工PSRB具有负向影响，并同样对仁慈领导与员工PSRB的关系存在负向调节效应。当员工权力距离取向较高时，仁慈领导对PSRB的影响较小。不过就调节仁慈领导对员工PSRB影响效果的具体方式而言，组织不确定性发挥着一种替代物的作用，而员工权力距离取向则起着一种抵消物的作用。
채용정경실험(이126명재직 MBA학원위피시)여문권조사(이187명기업원공위연구대상)상결합적방법，고찰료중국문화정경하주중“시은”적인자령도방식대원공친사회성규칙위배(PSRB)적영향효과급기변계조건。결과발현：(1)인자령도대원공PSRB구유정향영향；(2)조직불학정성대원공PSRB역구유정향영향，병대인자령도여원공PSRB적관계존재부향조절효응。당조직불학정성교고시，저일관계교약；(3)권력거리취향대원공PSRB구유부향영향，병동양대인자령도여원공PSRB적관계존재부향조절효응。당원공권력거리취향교고시，인자령도대PSRB적영향교소。불과취조절인자령도대원공PSRB영향효과적구체방식이언，조직불학정성발휘착일충체대물적작용，이원공권력거리취향칙기착일충저소물적작용。
For a long time, it has been held by both academics and practitioners in the field of management that the behavior of violating or breaking an organization’s formal rules displayed by employees is self-interested, deviant, and detrimental to the organization. In 2006, Morrison introduced a more nuanced perspective on rule breaking, suggesting that some type of rule breaking may be motivated by positive intentions and beneficial to the organization. She further developed and empirically tested the construct of pro-social rule breaking (PSRB). The present research employed a scenario experiment and a field study to examine the effect of benevolent leadership on employee PSRB by focusing on the moderating role of organizational uncertainty and employee values (i.e.zhong-yong and power distance orientation). The scenario of the experiment described certain situation in which an employee had to decide whether or not to break a rule by placing an urgent order for a large, important customer. The study used a between-subjects design in which benevolent leadership (high or low) and organizational uncertainty (high or low) were manipulated, resulting in four versions of scenarios. Totally, 126 part-time MBA students were randomly assigned to one of the scenario versions. At the end of each scenario, participants responded to four questions which were included as checks of the organizational uncertainty and benevolent leadership manipulations. Then, they responded to five questions that assessed the likelihood that they would break the rule. Finally, respondents completed a short survey that assessedzhong-yong and power distance orientation. The results of the experiment revealed that: (1) Benevolent leadership impacted positively on employee PSRB. (2) Organizational uncertainty related positively to employee PSRB and moderated the relationship between benevolent leadership and employee PSRB, such that this relationship was weaker when organizational uncertainty was high. (3) Zhong-yong and power distance orientation had significant negative influences on employee PSRB. Meanwhile, power distance orientation also moderated the association of benevolent leadership with employee PSRB in such a way that it was stronger for employees low (versus high) in this orientation. The sample of our field study consisted of 187 employees from enterprises located in South Jiang province. Cronbach’s alpha coefficients for the measures were from 0.73 to 0.95, showing acceptable measurement reliabilities. Results of confirmatory factor analysis indicated the discriminant validity of the measurement was also satisfactory. Results of hierarchical regression modeling replicated most of those findings in the scenario experiment except the negative effect ofzhong-yong on employee PSRB. As to the specific moderating patterns of the moderators, results from the two studies consistently showed that organizational uncertainty worked as a substitute for benevolent leadership to increase employee PSRB, while employee power distance orientation acted as a buffer or neutralizer to weaken the benevolent leadership-employee PSRB linkage.