| Modern companies implement leadership transitions more and more frequently,New leaders often face huge challenges when they become new leaders,but employees react differently to leadership transition.Although many researchers have studied about CEO or top management transitions,few researchers pay little attention to leader transitions about middle-level manager and primary managers.This omission is significant,because middle or primary-level managers are psychologically and physically closer to team members in the companies’ daily operations than is top managers,leadership transition can significantly affect employee behavior.Therefore,it is necessary to discuss how middle or primary-level leader transition affects the attitudes and behaviors of employees,the study of leadership transition issues has a very important practical significance.We adopt matching questionnaire survey in four wave of data collection and get valid data for 740 employees in 92 teams.From three different perspectives of leadership skill,leadership style and supervisor-subordinate Guanxi,we discuss the influence of leadership transition on employee behavior by using polynomial regression analysis and the response surface analysis.It reveals the main effect,mediation effect and boundary effect of leadership turnover consistency on employees’ proactive behavior and employees’ deviant behavior.This dissertation includes three studies.Firstly,from the perspective of leadership skill,this dissertation discusses the influence mechanism of former-new leadership transition on employee behavior by using signal theory,and come to the following conclusions.(1)If former leader skill and new leader skill is congruence,employee self-efficiency is higher when former leader skill is aligned with new leader skill at a high level than that when former leader skill is aligned with new leader skill at a low level.If former leader skill and new leader skill is incongruence,employee self-efficiency is higher when new leader skill is higher than former leader skill rather than when former leader skill is higher than new leader skill.(2)If former leader skill and new leader skill is congruence,employees’ proactive behavior is higher and employees’ deviant behavior is lower when former leader skill is aligned with new leader skill at a high level than that when former leader skill is aligned with new leader skill at a low level.If former leader skill and new leader skill is incongruence,employees’ proactive behavior is higher and employees’ deviant behavior is lower when new leader skill is higher than former leader skill rather than when former leader skill is higher than new leader skill.(3)Employee self-efficiency serves as meditators in the relationship between former leader skill match and new leader skill.(4)Organizational support can positively moderate the effect of former-new leader skill congruence on employee self-efficiency.(5)Organizational support can positively moderate the indirect effect of former-new leader skill congruence on employee behavior through employee self-efficiency.When organizational support is high,former-new leader skill congruence indirectly increases employees’ proactive behavior and decrease employees’ deviant behavior through employee self-efficiency,otherwise the opposite.Secondly,from the perspective of leadership style,this dissertation discusses the influence mechanism of former-new leadership transition on employee behavior by using identity theory,and come to the following conclusions.(1)If former leader style and new leader style is congruence,new leader identification is higher when former leader style is aligned with new leader style at a high level than that when former leader style is aligned with new leader style at a low level.If former leader style and current leader style is incongruence,new leader identification is higher when new leader style is higher than former leader style rather than when former leader style is higher than new leader style.(2)If former leader style and new leader style is congruence,employees’ proactive behavior is higher and employees’ deviant behavior is lower when former leader style is aligned with new leader style at a high level than that when former leader style is aligned with new leader style at a low level.If former leader style and new leader style is incongruence,employees’ proactive behavior is higher and employees’ deviant behavior is lower when new leader style is higher than former leader style rather than when former leader style is higher than new leader style.(3)New leader identification serves as meditators in the relationship between former leader style match and new leader style.(4)Innovative climate can positively moderate the effect of former-new leader style congruence on new leader identification.(5)The perceived climate of team innovation can positively moderate the indirect effect of former-current leader style congruence on employee behavior through new leader identification.When The perceived climate of team innovation is high,former-new leader style congruence indirectly increases employees’ proactive behavior and decrease employees’ deviant behavior through new leader identification,otherwise the opposite.Thirdly,from the perspective of supervisor-subordinate Guanxi,this dissertation discusses the influence mechanism of former-new leadership transition on employee behavior by using social exchange theory,and come to the following conclusions.(1)If former supervisor-subordinate Guanxi and new supervisor-subordinate Guanxi is congruence,employees’ perception of psychological safety is higher when former supervisor-subordinate Guanxi is aligned with new supervisor-subordinate Guanxi at a high level than that when former supervisor-subordinate Guanxi is aligned with new supervisor-subordinate Guanxi at a low level.If former supervisor-subordinate Guanxi and new supervisor-subordinate Guanxi is incongruence,employees’ perception of psychological safety is higher when new supervisor-subordinate Guanxi is higher than former supervisor-subordinate Guanxi rather than when former supervisor-subordinate Guanxi is higher than new supervisor-subordinate Guanxi.(2)If former supervisor-subordinate Guanxi and new supervisor-subordinate Guanxi is congruence,employees’ proactive behavior is higher and employees’ deviant behavior is lower when former leader style is aligned with new supervisor-subordinate Guanxi at a high level than that when former supervisor-subordinate Guanxi is aligned with new supervisor-subordinate Guanxi at a low level.If former supervisor-subordinate Guanxi and new supervisor-subordinate Guanxi is incongruence,employees’ proactive behavior is higher and employees’ deviant behavior is lower when new supervisor-subordinate Guanxi is higher than former supervisor-subordinate Guanxi rather than when former supervisor-subordinate Guanxi is higher than new supervisor-subordinate Guanxi.(3)Employees’ perception of psychological safety serves as meditators in the relationship between former employees’ perception of psychological safety match and current employees’ perception of psychological safety.(4)The perceived climate of team Cha-xu can negatively moderate the effect of former-new supervisor-subordinate Guanxi congruence on employees’ perception of psychological safety.(5)The perceived climate of team Cha-xu can negatively moderate the indirect effect of former-new supervisor-subordinate Guanxi congruence on employee behavior through employees’ perception of psychological safety.When the perceived climate of team Cha-xu is low,former-new supervisor-subordinate Guanxi congruence indirectly increases employees’ proactive behavior and decrease employees’ deviant behavior through employees’ perception of psychological safety,otherwise the opposite.Lastly,the theoretical contribution of this dissertation is summarized based on the above analysis.This dissertation puts forward the theoretical and managerial implications of the findings,research limitations and directions. |
PDF Full Text Request