“舍己”能“断离”吗？自我牺牲型领导对员工工作疏离感的跨层次影响

巨变时代，员工工作疏离感的消极体验所带来的负面效应不可小觑，领导者如何降低员工的工作疏离感成为学术界与实践界关注的热点。文章整合社会交换理论与社会信息处理理论，以322名员工为样本，基于组织集体主义视角揭示了自我牺牲型领导对员工工作疏离感的跨层次影响机制。研究结果表明：自我牺牲型领导对员工工作疏离感有显著的跨层次负向作用，上下级关系中介了自我牺牲型领导对工作疏离感的作用；组织集体主义不仅跨层次中介自我牺牲型领导与工作疏离感的关系，而且跨层次调节上下级关系与工作疏离感之间的负向关系。

Can Self-sacrifice Decrease Alienation? Cross-level Effect of Self-sacrificial Leadership on Employees' Work Alienation

In a time of great change, the negative effects brought by the passive experience of employees' work alienation should not be overlooked. How leaders reduce employees' work alienation has become a hot issue both in the academia and practice. By synthesizing social exchange theory and social information processing theory, based on the view of organizational collectivism, this study aims to investigate the mechanism that self-sacrificial leadership influence on employee work alienation, using data gathered through a survey of 322 valid samples. The results show that self-sacrificial leaderships had a significant multilevel negative effect on subordinates' work alienation, and supervisor-subordinate relationship partly mediated the effect of self-sacrificial leadership on work alienation; organizational collectivism not only mediated the cross-level effect of self-sacrificial leaderships on work alienation, but also significantly moderated the negative effect of supervisor-subordinate relationship on work alienation.