工作场所是人们实现自我价值，获取情感与人际满足的重要场所。孤独感作 为工作场所中一种重要的情感体验，时刻影响着人们的行为与工作表现。在而现 如今，中国经济社会处于转型期，工作场所中许多问题随之而来，并或多或少导 致了工作场所孤独感的滋生与蔓延。因此，对我国组织成员工作场所孤独感进行 研究十分必要。但是目前关于工作场所孤独感的后效作用却呈现不一致的结果， 研究表明工作场所孤独感既可能给个体带来一系列逃避社交、消极社交的负面 影响，又可能作为一种归属感缺失的信号去鼓励个体寻找新的社交线索，并扩大 社交范围。面对这种研究结果的不一致性，本研究则尝试将社会交换的情感理论 和归属调节模型引入到领导工作场所孤独感对其纳谏行为的影响研究中，并提 出竞争性假设：工作场所孤独感高的领导者更愿意纳谏还是会避免纳谏？然后， 我们进一步从社会判断研究中得出，下属的友善和下属的能力可以调节领导工 作场所孤独感和纳谏之间的关系。 研究一以80名MBA学生为被试进行实验设计，试图验证领导工作场所孤 独感与纳谏之间的关系，并探讨下属友善和能力对领导工作场所孤独感与纳谏 行为两者关系的调节作用。由于研究一是在受控环境中操纵检验的，为了提高外 部有效性，研究二使用企业员工和领导配对的样本，利用日志法以追踪领导工作 场所孤独感以及下属的特征如何影响领导者的纳谏行为。两项研究都得出了以 下结论： （1）领导工作场所孤独感对纳谏有显著负向影响； （2）下属的友善和能力在领导工作场所孤独感与纳谏行为之间起调节作用， 下属越友善或者越有能力，领导工作场所孤独感与纳谏行为之间的负向关系越 弱；反之，领导工作场所孤独感与纳谏行为之间的负向关系越强。 总之，本研究基于社会交换的情感理论和归属调节模型，以竞争性的视角探 讨领导工作场所孤独感这一消极情绪对其纳谏行为的影响，在理论上和实践上 都做出了重要贡献。理论上，拓宽了工作场所孤独感研究的理论视角，延伸了工 作场所孤独感结果变量的探究，厘清了工作场所孤独感的边界条件；实践上，本 研究对于指导组织及管理者如何把握领导工作场所孤独感具有参考性作用。 关键词：领导工作场所孤独感；纳谏行为；下属友善；下属能力；竞争性假设 II Abstract The workplace is an important place for people to realize their self-worth, get emotional and interpersonal satisfaction. As an important emotional experience in the workplace, loneliness always affects people's behavior and work performance. In today's China, social transformation and rapid economic development have brought many problems to the workplace, and these problems will lead to the spread of loneliness in the workplace to varying degrees. Therefore, it is necessary to explore the loneliness in the workplace of Chinese organization members. However, the aftereffects of workplace loneliness have different results. Some studies have shown that workplace loneliness may not only bring a series of negative effects of social evasion and negative social interaction to individuals, but also may be a lack of belonging signals which can encourage individuals to find new social clues and expand their social reach. Facing the inconsistency of this research result, this study attempts to introduce the effect theory of social exchange and the model of belonging regulation into the study of the impact of leader’s workplace loneliness on their voice-taking behavior , and proposes a competitive hypothesis: leaders in the workplace Feeling lonely more willing to accept or avoid voice? Then, we further derived from social judgment research that subordinate’s warmth and subordinate’s competence can regulate the relationship between leader’s workplace loneliness and voice taking behavior. Study 1 designed an experiment with 80 MBA students as participants to try to verify the relationship between leader’s workplace loneliness and voice-taking behavior, and explore the relationship between subordinate’s warmth and subordinate’s competence to adjust the relationship between leader’s loneliness and voice-taking in the workplace effect. Because research one is manipulating and testing in a controlled environment, in order to improve external effectiveness, research two uses a sample of corporate employees and uses the diary method to track leader’s loneliness in the workplace and how employee characteristics affect the leader's research. Both studies reached the following conclusions: (1) Leader's loneliness in the workplace has a significant negative impact on voice-taking behabior; III (2) Subordinate’s warmth and subordinate’s competence play a moderating role in leader’s workplace loneliness and voice-taking behavior. The more warm or competent the subordinates are, the weaker the negative relationship between the leader’s workplace loneliness and voice-taking behavior; Conversely, the stronger the negative relationship between leader’s workplace loneliness and voice-taking behavior. In short, this study is based on the effect theory of social exchange and the model of belonging regulation, explores the impact of the negative emotion of leader’s workplace loneliness on his or her follow-up behavior from a competitive perspective, both theoretically and practically. Theoretically, it broadens the theoretical perspective of workplace loneliness research, extends the investigation of workplace loneliness outcome variables, and clarifies the boundary conditions of workplace loneliness. In practice, this study has a referential role in guiding organizations and managers how to grasp the loneliness of leaders in the workplace. Key words: Leader’s workplace loneliness; Voice-taking behavior; Subordinate’s warmth; Subordinate’s competence; Competing hypothesis IV 目 录 摘要 ........................................................................................................................... I Abstract ....................................................................................................................... II 第1章 绪论 ................................................................................................................. 1 1.1 研究背景与问题提出 .................................................................................... 1 1.2 研究目的及意义 ............................................................................................ 3 1.2.1 研究目的 ............................................................................................. 3 1.2.2 研究意义 ............................................................................................. 3 1.3 研究思路及方法 ............................................................................................ 4 1.3.1 论文结构及技术路线图 ..................................................................... 4 1.3.2 研究方法 ............................................................................................. 6 第2章 文献综述 ......................................................................................................... 8 2.1 工作场所孤独感 ............................................................................................ 8 2.1.1 工作场所孤独感的概念 ..................................................................... 8 2.1.2 工作场所孤独感的测量 ................................................................... 10 2.1.3 工作场所孤独感的影响 ................................................................... 11 2.2 纳谏行为 ...................................................................................................... 13 2.2.1 纳谏行为的定义 ............................................................................... 13 2.2.2 纳谏行为的测量 ............................................................................... 14 2.2.3 纳谏行为的前因研究 ....................................................................... 15 2.3 下属的友善和能力 ...................................................................................... 17 2.3.1 友善和能力的概念 ........................................................................... 17 2.3.2 量表测量 ........................................................................................... 18 2.3.3 友善和能力的影响结果 ................................................................... 19 2.4 竞争性假设 ........................................................................