臺大管理論叢第31卷第3期

70 The Influences of Leaders’ Negative Implicit Followership Theories on Employees’Work Behaviors: A DualPathway Model on employees’ service performance (estimate = -.020, 95% CI [-.044, -.003]) and altruistic behavior toward colleagues (estimate = -.023, 95% CI [-.051, -.004]). These results support Hypotheses 6a and 6b. In sum, our empirical data confirm that leaders’ NIFTs trigger emotional and empowerment processes affecting employees’ service performance and altruistic behavior toward colleagues. 4.3 Supplementary Analysis Our research variables are collected at the same time point, so any inference of causality among antecedents, mediators, and outcome variables may raise concerns. To address the concerns surrounding causal inference, we compare our theoretical model with three competing models, each of which has distinct causal sequences for research variables (see Table 5).5 In Competing Model 1, we examine the possibility of one conjecture: employees’ initial behaviors and performance in the workplace may also shape a leader’s NIFTs in the beginning stage of the interaction. Therefore, we specify service performance and altruistic behavior toward colleagues as antecedents of leaders’ NIFTs. The results reveal that service performance and altruistic behavior toward colleagues do not have significant effects on leaders’ NIFTs (γ = -.10 and -.05, both p > 10). In Competing Model 2, we examine whether all mediators are simultaneously affected by leaders’ NIFTs. We specify abusive supervision, LMX, negative mood, and psychological empowerment as parallel mediators. In Competing Model 3, we examine whether employees’ negative mood and psychological empowerment affect their perceptions of leader behaviors (i.e., abusive supervision and LMX), so we specify negative mood and psychological empowerment as the first-stage mediators and two leadership variables as the secondstage mediators. Table 5 shows that our theoretical model has the lowest χ2, AIC, and BIC values, indicating that our theoretical model is superior to each of these competing models. The model-comparison results strengthen the causal inference and internal validity of our proposed relationships. 5. Discussion The current study proposes and examines a model that illustrates how leaders’ NIFTs 5 We thank two anonymous reviewers for their suggestions of competing models.

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