Trulaske College of Business, University of Missouri.
School of Business Administration, Hunan University.
J Appl Psychol. 2023 May;108(5):794-808. doi: 10.1037/apl0001058. Epub 2022 Oct 10.
Whereas scholars have identified individual antecedents of as an informal leader among one's peers, our research seeks to understand how established informal leaders their leadership status. Guided by principles from expectation states theory, we predict that being seen as an informal leader in a workgroup motivates other members to seek one out for work-related advice and, accordingly, facilitates the informal leader's engaging in upward voice directed toward the formal leader. Upward influence on behalf of the group may, in turn, reinforce leadership status among peers. Cross-lagged panel analysis of four-wave survey responses from 375 employees in 63 duty-free shops supported our hypotheses. Advice network centrality partially mediated the positive relationship between informal leadership and supervisor ratings of upward voice. The time-lagged effect of informal leadership on peer advice seeking was stronger among employees in a more central position of the friendship network. However, the theorized effect of upward voice on subsequent informal leadership received more limited support. Our research identifies a mechanism that stabilizes workgroup leadership structure. (PsycInfo Database Record (c) 2023 APA, all rights reserved).
虽然学者们已经确定了非正式领导在同行中的个别前身，但我们的研究旨在了解既定的非正式领导者如何获得他们的领导地位。受期望状态理论原则的指导，我们预测在工作团队中被视为非正式领导者会激励其他成员寻求与工作相关的建议，因此，这有利于非正式领导者向上级领导发出非正式意见。代表团队的向上影响力反过来又会加强同伴中的领导地位。对来自 63 家免税店的 375 名员工进行的四轮调查的交叉滞后面板分析支持了我们的假设。非正式领导与上级对向上声音的评价之间的积极关系部分由建议网络中心度来中介。在友谊网络中处于更中心位置的员工中，非正式领导对同伴寻求建议的时间滞后效应更强。然而，向上声音对后续非正式领导的理论影响得到的支持更为有限。我们的研究确定了一种稳定工作组领导结构的机制。
