Authenticity has been recognized as a basic personality strength, which is not only an important indicator of mental health and positive adaptability of individuals, but also a positive trait advocated in the field of organizational behavior. Employees' perception of being allowed and encouraged to maintain their true selves in work environment is helpful for them to establish work-related autonomous experiences, which in turn encourages them to improve work behavior and performance according to complete self-awareness, and helps the organization maintain strong vitality. The science and technology era under the Covid-19 epidemic has greatly increased the uncertainty and complexity of the economic development environment. Meanwhile, the new generation employees now become the main professional force. They witnessed the rapid development of China's economy and have a better level of education. Compared with traditional employees, they have a pronounced label of unique and autonomous identity. The passive following relationship between them with organization has evolved into an active and self-determining one. Thus, differed from traditional leader-centered authentic leadership, the concept of employee-centered inclusive leadership emerges at the right time. If leaders can have an inclusive attitude to the diversified and autonomous needs of employees and create a self-supportive organizational environment for employees, it will help employees stimulate their authenticity value.
To meet the theoretical and practical needs, this thesis uses the relational leadership theory and the self-determination theory as bases, tests the relationship mechanism between inclusive leadership and employee authenticity for the first time, and constructs a moderated mediation model with person-organization as mediating variable and narcissism as moderating variable. In order to verify this hypothesis model, this study distributed questionnaires to enterprises' employees across the country through Internet in three rounds. The first round measured employees' demographic information and inclusive evaluation of leaders; the second round measured employees' perceived organizational fit and narcissism level; and the third round measured employees' authenticity. After screening and matching, data from 1061 valid questionnaire were obtained. Results show that: (1) there is a positive relationship between inclusive leadership and employee authenticity; (2) person-organization fit plays a mediating role between inclusive leadership and employee authenticity, namely, inclusive leadership promotes employee authenticity by promoting person-organization fit; (3) narcissism negatively moderates the positive relationship between inclusive leadership and person-organizational fit, i.e. the higher the level of narcissism, the more the positive effect of inclusive leadership on person-organizational fit is weakened; (4) narcissism moderates the mediating effect of person-organization fit between inclusive leadership and employee authenticity, i.e. the higher the level of narcissism, the more the positive effect of inclusive leadership on employee authenticity through person-organizational fit is weakened.
On the basis of Chinese domestic professional situation and from relational leaders' perspective of interpersonal orientation, this study reveals the relationship between inclusive leadership and employee authenticity under the framework of self-determination theory. By constructing a moderated mediating effect model, the relationship mechanism and boundary conditions between inclusive leadership and employee authenticity are deeply analyzed. The conclusion obtained in this study not only makes up for the shortcomings of the existing empirical research on the antecedents of employee authenticity, but also enriches the transmission path of inclusive leadership effectiveness, and provides a new reference for enterprises to effectively stimulate employee authenticity and improve leadership effectiveness in management practice.
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