关键词: 揭发意愿 包容性领导 组织支持感 上司组织代表性

Abstract: In today’s economic society, moral anomie in organizations occurs frequently. Wrongdoing causes substantial negative consequences for the organization and its members, thus provides motivation for organizations to rely on dispersed employees to detect and blow the whistle on it. However, although whistle-blowing has been recognized as an important tool to timely correct unethical behaviors, many employees are not willing to engage in this inhibitory and challenge behavior because it may result in taking great personal risk of retaliations. Researchers have explored the factors which influenced employees’ whistle-blowing, however, seldom research has linked whistle-blowing to leadership. In this study, we tried to examine the effect of inclusive leadership on employee’s whistle-blowing intention, and investigate the mediating role of perceived organizational support as well as the moderating role of supervisor’s organizational embodiment playing in the linkages between inclusive leadership and employee whistle-blowing intention in the context of Chinese organizations. Data was collected from 332 dyads of on-the-job MBA students in Soochow University in interval time of two months. The first time, the on-the-job MBA students were asked to assess inclusive leadership, perceived organizational support and supervisor’s organizational embodiment, and the second time they were asked to assess their whistle-blowing intention. Cronbach’s alpha coefficients of all measurements showed acceptable measurement reliabilities. Results of CFA suggested the measurement’s discriminant validity was satisfactory as well. Correlation analysis, hierarchical regression modeling and bootstrapping analysis were used to test the hypotheses proposed. In line with our hypotheses, regression results revealed that: (1) inclusive leadership had a significant positive influence on employee whistle-blowing intention. (2) Perceived organizational support partly mediated the relationship between inclusive leadership and whistle-blowing intention. This result highlights the importance of inclusive leadership for promoting perceived organizational support, thereby facilitating employee whistle-blowing intention. (3) Supervisor’s organizational embodiment significantly moderated the relationships between inclusive leadership and perceived organizational support such that it was stronger for supervisor high rather than low on organizational embodiment. (4) Supervisor’s organizational embodiment moderated the mediation role of perceived organizational support between inclusive leadership and employee’s whistle-blowing intention, that is, the more organizational embodiment the supervisor is, the mediation effect was stronger, and weaker conversely. The present study offered robust evidence for the role of supervisors’ inclusive leadership in facilitating employees’ intention of whistle-blowing and the mediating effect of organizational support as well as the moderating effect of organizational embodiment. As to the practical implications, this study suggested that more efforts should be made to encourage managers’ inclusive leadership. Meanwhile, the mediating influence of perceived organizational support implied that organizations should strengthen employees’ perceived organizational support in order to motivate whistle-blowing. Meanwhile, in developing and recruiting practice, organizations should pay attention on the organizational embodiment of managers, especially the consistency of ethics and values between managers and the organization.

Key words: whistle-blowing intention, inclusive leadership, organizational support, supervisor’s organizational embodiment