Shi Yunsheng, Gao Lei, Yu Haibo, Song Shanghao
School of Government, Beijing Normal University, Beijing 100875, China.
Curtin Business School, Curtin University, Perth 6102, Australia.
Behav Sci (Basel). 2024 Mar 11;14(3):226. doi: 10.3390/bs14030226.
Learning from work failures is not only beneficial for individual development but also crucial for improving organizational performance and achieving sustainable development. We hypothesize that leader bottom-line mentality, which is commonly used by leaders to prevent profit and performance losses, may reduce subordinates learning from work failures. Drawing on social information processing theory, this paper examines how and when leader bottom-line mentality negatively affects subordinates learning from work failures. We tested our hypotheses through a three-wave survey of 245 employees from several high-tech companies in China. For data analysis, we used SPSS 26.0 and Mplus 8.0 to test the theoretical model and research hypotheses. The results indicated that leader bottom-line mentality has a negative indirect effect on subordinates learning from work failures through the mediating role of subordinates' psychological availability. In addition, subordinate self-compassion can mitigate this negative mediating mechanism. The present study has several theoretical and practical implications for the current literature.
从工作失败中学习不仅有利于个人发展，对提升组织绩效和实现可持续发展也至关重要。我们假设，领导者的底线思维（领导者常用其来防止利润和绩效损失）可能会减少下属从工作失败中学习的机会。本文借鉴社会信息加工理论，探讨领导者底线思维如何以及何时会对下属从工作失败中学习产生负面影响。我们通过对中国几家高科技公司的245名员工进行的三波调查来检验我们的假设。在数据分析中，我们使用SPSS 26.0和Mplus 8.0来检验理论模型和研究假设。结果表明，领导者底线思维通过下属心理可及性的中介作用，对下属从工作失败中学习产生负向间接影响。此外，下属的自我同情可以减轻这种负向中介机制。本研究对当前文献具有若干理论和实践意义。
