Research On Impact Of Differential Leadership On Employee Performance And Its Mechanism In Family Enterprises

As the most ubiquitous organization form,family enterprise has occupied an extremely important position in terms of quantity,scale and contribution to GDP,and has greatly promoted the development of China's economy.At the same time,leadership,as an important contextual factor in organizations,has an important impact on employee's attitude and behavior.However,due to the difference in social and cultural context,the difference in organizational culture context,the leadership style of different societies,organizations are different.At the same time,the survival and sustainable development of an organization is nothing more than the improvement of organizational efficiency.The improvement of organizational efficiency depends on the excellent performance of every employee.The performance of the employee is not only reflected in the job description.Extra-role performance is more important to the survival and development of the organizations.In-role performance and extra-role performance of employees not only reflect the leader's leadership efficiency but also are important guarantee for the organizational efficiency.Therefore,it is of great theoretical and practical significance to study the differential leadership based on Chinese cultural context and social structure and the impact of differential leadership on employee performance and its mechanism in family enterprises.The framework of this research is as follows: Firstly,it introduces the relevant research background,object,research purpose and significance,research content,framework and research ideas and methods,and literature review about differential leadership,psychological empowerment,out-group favoritism and employee performance.Secondly,it introduces the theoretical basis of the research and defines the core concepts.Then,in view of the fact that differential leadership classifies employees as “insiders” and “outsiders”,so there is a thinking: the mechanismes of the effect of differential leadership on the performance of “insiders” and “outsiders” are likely to be different.This study regards the mechanism as the mediating effect and moderating effect of the influence of differential leadership on employee performance.And then it puts forward the research hypothesis of the influence of differential leadership on the “insiders” and “outsiders” performance and its different mechanisms.Then,it modifies the mature measurement tools combining with this study.For the variables without mature measurement tool,it is developed by scientific paradigm.And then an initial survey questionnaire for pre-study is got.It uses method of leader-employee matching to collect data.It adjusts the initial questionnaire based on the empirical result of the pre-study,and finally forms the formal survey questionnaire.Then,reliability analysis,validity analysis,common method variance problem,goodness of fit of the model,path analysis,mediating model test and moderated mediation model test are performed using formal investigation.Finally,on the basis of the above empirical research,it is studied that the status flow of outsiders and the influence of the status flow of outsiders on the performance of “insiders” and “outsiders”.Based on the above analysis,the following conclusions are drawn from this study:(1)Based on the existing research,it is further verified that differential leadership can be divided into work-based differential leadership and affect-based differential leadership.And both work-based differential leadership and affect-based differential leadership can improve employee performance;(2)It developes and verifies the out-group favoritism scale of outsiders based on differential leadership,which includes the emotional evaluation favoritism and the behavioral tendency favoritism two-dimensions;(3)The mediating effect between differential leadership and employee performance are diffirent.For the insiders,psychological empowerment plays the mediating role between differential leadership and employee performance.For outsiders,out-group favoritism plays the mediating role in the relationship between differential leadership and employee performance;(4)Personal growth need moderates the mediating model between differential leadership and employee performance;(5)On the basis of empirical research,considering the fact that the inter-group boundary of insiders group and outsiders group is permeable,outsiders will strive to adopt a strategy to realize their status upforward flow.So it is found from the game model that the status flow of outsiders does not reduce employee performance,but a higher employee performance is got based on existing employee performance due to the efforts and input of outsiders and cooperation and interaction between insiders and outsiders.Based on the above results,it proposes management implications for optimizing the leadership effectiveness of differential leaders and improving employee performance in family enterprises.First of all,it shoulds stimulate the maximum efficiency of differential leadership,and promote the maximization of employee performance,to improve the governance model of family enterprises.Secondly,the influence path of differential leadership on “insiders” and “outsiders” performance are different.So,the promotion of employee performance should not only pay attention to the leader's leadership style,but also pay attention to the different psychological course and emotional attitude of “insiders” and “outsiders”.In order to make the differential leadership achieve better results,the differential leaders should pay attention to improve the psychological empowerment of the insiders,and to cultivate and motivate the out-group favoritism of the outsiders.Leaders should fully grasp the personality characteristics of employees and adopt classified management according to different personal growth need of employees.Especially when recruiting new employees,it shoulds give priority to those employees with high personal growth need,which will help optimize the human resources management practices of family enterprises.Finally,it should maintain the dynamics of employee classification and build a fair and dynamic family business culture.Differential leadership should encourage outsiders' status flow.Due to the long-term efforts and contributions of outsiders,the sense of crisis of insiders,and interaction between insiders and outsiders,the status flow of outsides can improve the performance of “insiders” and “outsiders” and their respective benefits.Thus it is conducive to the organizational performance and sustainable development of family businesses.