当自我牺牲型领导从魅力型领导中分离出来后，便开始作为一种新型领导方 式被学者广泛关注，已有学者认为领导的自我牺牲行为将是企业在日益激烈的市 场竞争中拔得头筹的重要因素，因其会对员工态度、行为及产出产生积极影响， 进而促进组织的良好运转。那领导的身先士卒为何会促进员工产出，带动员工对 组织的奉献，其影响因素和作用机理是什么？我们尝试探索自我牺牲型领导会如 何影响员工周边绩效（人际促进、工作奉献）以及该影响的边界条件。 本文以社会交换理论为基础，结合工作嵌入理论探究了自我牺牲型领导与员 工周边绩效（人际促进和工作奉献）之间的关系，以员工感恩作为中介，上下级 共事时间为调节，构建了有调节的中介。通过线上+线下发放问卷的形式进行数 据收集，并对收集到的216份以企业员工为样本的问卷数据进行分析后得到如下 结果：(1)自我牺牲型领导与人际促进和工作奉献正相关；(2)员工感恩情绪完全 中介自我牺牲型领导→人际促进、工作奉献之间的关系；(3)上下级共事时间调 节了感恩与工作奉献之间的关系，随着上下级共事时间的增加，员工感恩对工作 奉献的影响力度相对变弱，但共事时间调节感恩与人际促进之间关系的相关假设 未得到验证；(4)上下级共事时间调节了自我牺牲型领导通过感恩影响工作奉献 的间接作用，但未调节自我牺牲型领导通过感恩影响人际促进的间接作用。 在理论上，本文探究了自我牺牲型领导如何促进员工人际促进和工作奉献， 扩充了自我牺牲型领导的结果变量。其次，进一步挖掘了员工情绪的中介作用， 拓展了自我牺牲型领导发挥作用的中介变量研究，丰富了社会交换理论解释自我 牺牲型领导对员工周边绩效发挥作用的研究，同时为社会交换理论提供了新的研 究方向。最后，拓展了对状态感恩边界条件的研究，也进一步发展了时间变量在 组织以及工作相关研究中的调节作用。在实践中，本文认为企业可以通过培养领 导建立对组织和员工有益的领导风格来促使员工产生与领导类似的行为，关注员 工动态和诉求，建立员工反馈机制，尽可能留人、用人，保持员工在组织中的稳 定性，进而促进组织整体发展。 关键词：自我牺牲型领导，感恩，上下级共事时间，工作奉献，人际促进 II RESEARCHONTHEIMPACTOFSELF-SACRIFICIAL LEADERSHIPONEMPLOYEES’CONTEXTUAL PERFORMANCE Abstract Whentheself-sacrificialleadershipwasseparatedfromthecharismaticleader,it hasbeenwidelyconcernedbyscholarsasanewtypeofleadership.Somescholars believedthattheself-sacrificebehavioroftheleaderwillbethetoppriorityfor enterprisesintheincreasinglyfiercemarketcompetition.Becauseithadapositive impactonemployees'attitudes,behaviorsandoutput,andthenpromotedthegood operationoftheorganization.Whydoesleadershipleadtoemployeebehaviorand employeecommitmenttotheorganization?Whataretheinfluencingfactorsand mechanisms?Wetrytoexplorethisquestion. Thisarticleexploredtherelationshipbetweenself-sacrificialleadershipand employee'scontextualperformance(interpersonalpromotionandjobdedication) basedonsocialexchangetheory,combinedwithjobembeddednesstheory,using employeegratitudeasanintermediary,andsupervisor-subordinatedyadictenureas moderator.Wecollecteddatausingacombinationofonlineandofflinequestionnaires, andanalyzedthecollected216questionnairedatatoobtainthefollowingresults:(1) Self-sacrificialleadershipwaspositivelyrelatedtointerpersonalpromotionandjob dedication;(2)Gratitudecompletelymediatedtherelationshipbetweenself-sacrificial leadership→interpersonalpromotionandjobdedication;(3)Supervisor-subordinate dyadictenuremoderatedtherelationshipbetweengratitudeandjobdedication,butthe relationshipbetweengratitudeandinterpersonalpromotionwasnotregulated;(4)The supervisor-subordinatedyadictenuremoderatedtheindirecteffectofself-sacrificial leadershiponjobdedicationthroughgratitude,butcan’tmoderatedtheindirecteffect ofself-sacrificialleadershiponinterpersonalpromotionthroughgratitude. Intheory,thisarticleexploredhowself-sacrificeleadershipcanpromote employeeinterpersonalpromotionandjobdedication,enrichingtheoutcome III variablesofself-sacrificeleadership.Secondly,itfurtherexploredtheintermediary mechanismofemployees'emotions,expandingtheresearchontheintermediary variablesoftheroleofself-sacrificeleadership,andenrichedtheresearchofsocial exchangetheorytoexplaintheroleofself-sacrificeleadershiponemployees' contextualperformance,andprovidednewideasforsocialexchangetheoryresearch direction.Finally,theresearchontheboundaryconditionsofstategratitudewas expanded,andthemoderatingroleoftimevariablesinorganizationandwork-related researchwasfurtherdeveloped.Inpractice,thisarticlebelievedthatenterprisescan encourageemployeestodevelopbehaviorssimilartothoseofleadersbycultivating leaderstoestablishleadershipstylesthatarebeneficialtotheorganizationand employees,payattentiontoemployeedynamicsanddemands,establishemployee feedbackmechanisms,andretainandemployemployeesasmuchaspossibleto maintainemployees.Stabilityintheorganization,andthenpromotetheoverall developmentoftheorganization. Keywords:self-sacrificialleadership,gratitude,supervisor-subordinatedyadic tenure,jobdedication,interpersonalpromotion IV 目录 中文摘要......................................................................................................I Abstract........................................................................................................II 第一章绪论................................................................................................1 1.1研究背景.........................................................................................................1 1.2研究意义.........................................................................................................2 1.2.1理论意义................................................................................................2 1.2.2现实意义................................................................................................3 1.3研究内容及方法.............................................................................................4 1.4研究框架.........................................................................................................4 第二章文献综述........................................................................................6 2.1自我牺牲型领导.............................................................................................7 2.1.1自我牺牲型领导的定义........................................................................7 2.1.2自我牺牲型领导的结果变量................................................................7 2.1.3自我牺牲型领导作用的中介变量........................................................9 2.1.4自我牺牲型领导作用的调节变量........................................................9 2.2周边绩效.......................................................................................................10 2.2.1周边绩效的定义..................................................................................10 2.2.2周边绩效的相关研究..........................................................................11 2.3感恩...............................................................................................................12 2.3.1感恩的定义..........................................................................................12 2.3.2感恩的前因和结果变量研究..............................................................13 2.3.3感恩的边界条件研究..........................................................................14 2.4上下级共事时间...........................................................................................14 2.4.1共事时间的定义..................................................................................14 V 2.4.2共事时间作为调节的研究..................................................................15 2.5文献评述.......................................................................................................15 第三章理论基础和研究假设..................................................................17 3.1理论基础.......................................................................................................17 3.2研究假设.......................................................................................................18 3.2.1自我牺牲型领导与周边绩效的关系..................................................18 3.2.2感恩的中介作用..............................................................................