How Does Information Sharing of a Supervisor Influence Proactive Change Behavior of an Employee? The Chain Mediating Role of Family-Like Employee–Organization Relationship and Relationship Energy

Xiaoxia Zhu, Chun Li, Xiaoling Wang, Junna Liu, Senmao Xia

Research output: Contribution to journalArticlepeer-review

2 Citations (Scopus)
38 Downloads (Pure)

Abstract

The proactive change behavior of an employee is the key to promoting organizational innovation. However, the proactive change has a certain risk, and many employees are unwilling to implement initiatively. How to promote the occurrence of a proactive change behavior of an employee has become a hot issue in the theoretical and practical areas. Based on the self-disclosure theory, this study uses the questionnaire survey method, containing a total of 32 items, and uses the 5-point Likert scale (1 = strongly disagree and 5 = strongly agree), with the Mplus and SPSS statistical software to analyze the impact mechanism of work-related information sharing of supervisors on the proactive change behavior of employees through the structural equation model. The regulatory effect of non-work information sharing of leaders is analyzed using the latent regulatory structural equation method. The conclusions are as follows: work-related information sharing positively of supervisors influences the family-like employee–organization relationship of employees; the family-like employee–organization relationship and relationship energy play serial mediating roles in the relationship between work-related information sharing of supervisors and the proactive change behavior of employees; non-work information sharing of supervisors moderates the serial mediating path by enhancing the positive influence of work-related information sharing of supervisors on the family-like employee–organization relationship. Theoretically, this study has complemented and enriched the research on the influence mechanism between the information sharing of supervisors and the proactive change behavior of employees. Practically, this study has important implications for supervisors to promote the proactive change behavior of employees by sharing work-related information and non-work information with employees.
Original languageEnglish
Article number739968.
Number of pages12
JournalFrontiers in Psychology
Volume12
DOIs
Publication statusPublished - 23 Dec 2021

Bibliographical note

This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

Keywords

  • work-related information sharing of supervisors
  • non-work information sharing of supervisors
  • family-like employee–organization relationship
  • relationship energy
  • proactive change behavior

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