臺大管理論叢第31卷第3期

58 The Influences of Leaders’ Negative Implicit Followership Theories on Employees’Work Behaviors: A DualPathway Model problems. Furthermore, these employees are hesitant about expanding their work roles to help colleagues in need. Such a mindset—by cultivating in employees a reluctance to pursue any workplace activity that goes beyond a narrow, fixed job description— will likely hamper their delivery of service and their performance of altruistic behaviors. Therefore, we propose the following hypotheses. Hypothesis 6a: Through the serial mediation of LMX and psychological empowerment, leaders’ NIFTs have a negative effect on employees’ service performance. Hypothesis 6b: Through the serial mediation of LMX and psychological empowerment, leaders’ NIFTs have a negative effect on employees’ altruistic behavior toward colleagues. 3. Method 3.1 Sample and Procedure The participants of this study were frontline service employees working at a large telecommunication company in Taiwan. This company had more than 200 branch stores in Taipei. We randomly selected some branch stores to collect data. Prior to the data collection, one member of our research team trained four research assistants to use a standardized data-collection procedure. Our assistants visited the selected stores to obtain research approval from store managers. Of the 114 branch stores that our assistants visited, 91 stores granted us permission to distribute the questionnaires which had three versions. Accordingly, our assistants invited the members of these stores to fill out the questionnaires. In each store, we respectively asked (1) the store manager (i.e., the team leader) to report his or her own NIFTs for each of the focal service employees, (2) the focal service employees to rate their own perceptions of abusive supervision, LMX, negative mood, and psychological empowerment, and (3) the other service employees (i.e., the colleagues) to assess the focal employees’ service performance and altruistic behaviors. Each questionnaire version had a cover letter explaining the survey objectives and guaranteeing respondents’ anonymity and confidentiality. When the respondents completed their own questionnaires, they individually returned the questionnaires to our assistants. To each store member who participated in this study, we presented a small gift showing our appreciation for their assistance. Eventually, we distributed to these stores’ members a total of 295 questionnaire

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