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论文编号：	14088
作者编号：	2120213358
上传时间：	2023/6/8 23:18:00
中文题目：	领导者谦卑对新员工组织社会化结果的影响研究——基于社会信息处理视角
英文题目：	The Impact of Leader Humility on Newcomers’ Organizational Socialization Outcomes——Based on Social Information Processing Perspective
指导老师：	王琳琳
中文关键字：	谦卑型领导；组织社会化；主动社会化行为；信息搜寻；自我监控
英文关键字：	Leader Humility; Organizational Socialization; Socialization Proactive Behaviors; Information-seeking Behaviors; Self-monitoring
中文摘要：	当今社会中，随着劳动力流动性不断增加，组织和个人都需要更频繁地相互适应，而成功的组织社会化对于个人长期职业生涯规划和身心健康以及企业的持续发展都至关重要。组织社会化的过程中，领导者作为组织的代表，与新员工的直接互动将对组织社会化结果产生重要的影响作用。然而，有关领导者高傲、自恋、“职场PUA”等言论已经深入人心，使得部分新员工进入企业对领导持有戒备心态，不愿意主动与领导建立关系并寻求关于新岗位和新组织的信息。研究表明，这样的领导对团队绩效和组织发展有不利影响。相反，作为我国传统文化的优秀品质，谦卑越来越被认为是领导者应该具备的领导素质之一。 本研究基于社会信息处理视角，使用文献回顾法、问卷测量法和统计分析法，收集了164份领导-新员工的二元组数据，探究新员工感知到的领导者谦卑如何影响其组织社会化结果（社会融合、角色清晰、任务掌握）。同时，引入新员工的主动社会化行为（即向领导者搜寻信息）为中介，新员工的自我监控人格特质为调节，明确它们之间的影响机制。最后，运用SPSS、AMOS和MPLUS统计软件对构建的理论模型进行检验，得出以下结论：新员工感知到的领导者谦卑对新员工向领导搜寻信息有积极影响；进而对新员工的组织社会化结果（社会融合、角色清晰、任务掌握）有正向促进作用；新员工向领导搜寻信息在新员工感知到的领导者谦卑与新员工组织社会化结果之间的关系中起部分中介作用；此外，新员工感知到的领导者谦卑与新员工向领导搜寻信息的正向关系受到新员工的自我监控人格特质的调节，新员工的自我监控水平越高，正向关系越强，反之不明显。 本研究为深入理解谦卑型领导与组织社会化之间的关系提供了新的视角，明晰了两者关系中新员工向领导搜寻信息的中介作用和自我监控人格的调节作用，丰富了社会信息处理理论在组织情境下应用于个体行为的研究成果；另一方面，对组织管理实践提供了管理建议，包括注重谦卑领导力的选拔和培训，营造开放、尊重、平等的组织氛围；在招聘和选拔过程中关注新员工自我监控特质，以确保他们能够适应组织文化和工作环境；建议领导者可以学习谦卑型领导风格，将其与自身特质融合，塑造出积极的领导风格。
英文摘要：	In contemporary society, as labor mobility continues to rise, frequent adaptation between individuals and organizations is essential. Successful organizational socialization is crucial for individuals' long-term career planning, physical and mental health, and for the sustained development of enterprises. In this process, leaders, as representatives of the organization, play a crucial role in direct interaction with new employees, influencing the outcomes of organizational socialization. However, with the prevalence of discourse on leaders' arrogance, narcissism, and "workplace PUA," some new employees are cautious when entering a company, reluctant to establish relationships with their leaders and seek information about their new position and organization. Studies suggest that such leaders have a negative impact on team performance and organizational development. Conversely, humility, as an outstanding quality of traditional Chinese culture, is increasingly recognized as a leadership trait that leaders should possess. Based on the social information processing perspective, this study utilized a literature review, questionnaire survey, and statistical analysis methods to gather binary data from 164 leader-newcomer dyads. The primary objective was to explore the impact of perceived leader humility on newcomer organizational socialization outcomes, including role clarity, task mastery, and social integration, while investigating the mediating role of newcomer information seeking from leaders, and the moderating effect of newcomer self-monitoring personality trait. Finally, the theoretical model was tested using statistical software such as SPSS, AMOS, and MPLUS, culminating in several key findings. Perceived leader humility was found to have a positive impact on newcomer information seeking from leaders, which subsequently promoted newcomer organizational socialization outcomes. Additionally, newcomer information seeking from leaders partially mediated the relationship between perceived leader humility and newcomer organizational socialization outcomes, while newcomer self-monitoring personality trait moderated the positive relationship between perceived leader humility and newcomer information seeking from leaders, with higher levels of self-monitoring strengthening the relationship. This study contributes a novel perspective to the understanding of the link between humble leadership and organizational socialization by explicating the mediating influence of information-seeking behavior among new employees and the moderating effect of self-monitoring personality. Moreover, it advances the accomplishments of social information processing theory applied to individual behavior in organizational settings. The study also presents recommendations for organizational management practices, such as focusing on the selection and development of humble leadership, establishing an environment that is open, respectful, and equitable, and prioritizing the self-monitoring tendencies of new employees during the recruitment and selection process to ensure their adjustment to the organizational culture and work atmosphere. Additionally, leaders are encouraged to acquire the qualities of humble leadership and merge them with their own traits to cultivate a favorable leadership style.
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