文章编号：1672-3104(2017)05-0076-09

摘 要： 国内外学术界一般将员工打破组织正式规则视为员工出于愤怒、自私自利或不认可组织文化而表现出来的偏差行为进行研究。基于不确定性管理理论和社会交换理论，从员工心理感知的视角来研究员工的亲社会性规则违背行为，探讨授权型领导对这种亲社会性违规行为的作用机制。通过对30家企业的399名员工进行调查研究发现，授权型领导与员工亲社会性违规行为显著正相关；心理安全感知在授权型领导与亲社会违规行为之间起到中介作用；自我效能感不仅正向调节了心理安全感与亲社会违规行为之间的关系，而且还正向调节了心理安全感知在授权型领导与员工亲社会性违规行为之间的中介作用。

关键词： 亲社会性违规行为；授权型领导；心理安全感；自我效能感

Abstract: Both domestic and foreign researchers generally view employees’ rule-breaking behavior as originating from anger, self-interest, or misfit with organizational culture. However, employees may also engage in so-called “pro-social rule-breaking,” that is, breaking rules for pro-social or non-selfish reasons. Based on Uncertainty Management Theory and Social Exchange Theory, we explore the influence mechanism of empowering leadership on pro-social rule breaking from the perspective of employees’ perception. Through an empirical study of 399 employees from 30 firms, we found that empowering leadership is positively related to pro-social rule breaking, with perceived psychological safety mediating this relationship. We also found that self-efficacy positively moderates the relationship between perceived psychological safety and pro-social rule breaking, as well as the indirect effect of empowering leadership on pro-social rule breaking through perceived psychological safety.