Vigilant Leadership And Employee Silence:The Role Of Facades Of Conformity As Mediator Variable And Learning Orientation As Moderator Variable

A series of disruptive events in recent years,like the U.S.China trade frictions,the ravages of extreme weather,the outbreak of war,and The outbreak of COVID-19,have all impacted our seemingly stable economic development.In the midst of these tremendous upheavals,there are companies with a "vigilant mindset" that are able to explore imminent threats faster than their competitors,so that they can successfully resist the risks and potentially become stronger as the shocks recede.However,leaders who fail to develop this "vigilant mindset" are often late in understanding early warning signs and therefore tend to be passive.To create organizations with a strong "vigilant mindset," the first thing needed is a leader with a "vigilant mindset"(a vigilant leader).Compared to other leadership styles,long-termism is the value proposition of Vigilant Leadership,which focuses on the long-term stability of the organization and emphasizes the importance of the law of survival over organizational goals.The concept of Vigilant Leadership was first introduced in 2006,and Day and Schoemaker(2006)argue that,unlike some other leadership styles that focus on current operations,Vigilant Leadership has three main qualities: it is open to different perspectives and focuses on the opportunities and threats in the external environment;it is strategic and visionary,emphasizing the second-order effects of decisions;and it encourages exploration and creates an organizational culture of discovery.However,although the concept of Vigilant Leadership has been proposed for a long time,it has not yet received sufficient attention in the academic research field,and previous studies have basically discussed the definition and interpretation of the concept of Vigilant Leadership,while few have explored the mechanism of the impact of Vigilant Leadership on organizations-does it have a potential negative impact on the organization? Can it offset the high Facades of Conformity caused by the high power distance orientation and collectivism tendency of Chinese culture? What kind of employee traits are more compatible?Based on existing theoretical findings,it can be deduced that there are two contradictory effects of Vigilant Leadership on Employee Silence: Vigilant Leadership creates a participatory work environment for organizational members,which is beneficial in inhibiting Facades of Conformity and Employee Silence;Vigilant Leadership promotes Defensive Focus,which has a positive effect on Facades of Conformity and Employee Silence.In addition,the organizational climate of discovery and exploration promoted by Vigilant Leadership is highly compatible with the learning orientation of organizational members.Therefore,based on Social exchange theory,by focusing on the relationship between Vigilant Leadership and Employee Silence of organization members,the mediating effect of Facades of Conformity as the mediating variable and the moderating effect of Learning Orientation as the moderating variable were discussed and analyzed empirically.The data collected were analyzed empirically by SPSS 25.0、AMOS 24.0 and statistical analysis tools using validation factor analysis,convergence test,correlation analysis,general linear regression analysis and multi-layer linear regression analysis.The main findings are: Vigilant Leadership have a negative relationship with Facades of Conformity,Vigilant Leadership have a negative relationship with Employee Silence,Facades of Conformity as a mediating variable influences the negative relationship between Vigilant Leadership and Employee Silence,and Learning Orientation positively moderates the mediating role of Facades of Conformity between Vigilant Leadership and Employee Silence.Through this mediating model,this study is expected to extend the exploration of the outcome variables and mechanisms of effect of Vigilant Leadership.Second,although a large number of empirical studies have revealed important associations between different styles of leadership(e.g.,Authoritative Leadership,Abusive Leadership,etc.)and Facades of Conformity or Employee Silence in previous studies on the antecedent variables of Facades of Conformity and Employee Silence,this study is expected to extend this research direction...