The Double-edged Effect of Leader Error Reporting on Employee Cognitive Evaluation:Based on Social Information Processing Theory
Error is inevitable in organizations.Error diagnosis plays a fundamental role in the realization of error management.At present,the research on error diagnosis is mainly divided into two ways:external supervision and individual active reporting.The latter mainly focuses on the error reporting with employees as the subject.This study takes leader error reporting as the starting point,combined with social information processing theory,to explore the impact of leader error reporting on employee cognitive evaluation.Based on the analysis of 447 questionnaires,it is found that leader error reporting has a negative impact on the employee evaluation of leadership ability and a positive impact on the employee evaluation of leadership integrity.Employee evaluation of leadership ability and integrity mediates the relationship between leader error reporting and employee trust in leaders.The leader-member exchange moderates the relationship between the leader error reporting and employee evaluation of leadership ability,such that the above relationship is weakened under the high leader-member exchange.In addition,the leader-member exchange moderates the positive relationship between the leader error reporting and employee evaluation of leadership integrity,such that the above relationship is strengthened under the high leader-member exchange.This paper discusses the double-edged effect of leader error reporting in the organization.
Leader Error ReportingEmployee Cognitive EvaluationEmployee TrustLeader-member ExchangeSocial Information Processing Theory
万方数据
维普
