| With the integration of a new generation of information technology into the corporate environment,the external environment faced by enterprises has become more dynamic and complex,which in turn places more stringent adaptation requirements on the employees.Employees can easily perceive risks and uncertainties.Therefore,many employees choose to extend their friendship to their leaders in order to dissipate the risks.There are two paths to become friends with leaders,the first one is to establish friendship with leaders for official matters and the second one is to establish friendship with leaders for private matters.Through these two proactive upward friendship behaviors,employees gain a sense of psychological safety at work,which in turn recognizes their place in the team and ultimately improves their role performance,adapts to organizational changes.In order to reveal how employees’ upward friend making behavior affects employees’ role performance through psychological safety and the potential context factors,this paper screened 95 leaders and 486 employees from 87 teams as the sample source,obtained the raw data through field research and questionnaire collection,analyzed the data through SPSS24.0,MPLUS7.0,UCINET6 software,using a combination of empirical analysis and social network analysis,and based on role theory,the mediating effects and contingency mechanisms of employees’ adaptive role performance influenced by official/private upward friend making behavior were investigated.By analyzing the results,this paper confirms that employees’ official/private upward friend making behavior positively affects employees’ adaptive role performance through the mediating effect of psychological safety;meanwhile,the gender of leader negatively moderates the positive effect of employees’ official upward friend making behavior on psychological safety.This paper provides an empirical basis for the theoretical and practical significance of employees’ upward friend making behavior in enterprises,and provides some ideas for subsequent research. |
