Research On The Influence Mechanism Of Leader Empathy On Employees’ Adaptive Performance

Under the background that the pan-after 90’s are becoming dominating the workforce,the pan-after 90’s,who neglect authority,pursue the significance of life but are not good at communication,traditional paternalistic management style no longer works.All those factors force the upgrading of enterprises management.Empathy,once thought to undermine leaders’ authority,has reawakenedmany scholars interest.In addition,with the rapidly changing market environment and increasing competition,organizations need to have a certain flexibility,adaptability and innovation.As the executor of the specific tasks,the adaptive performance of the employees tends to be important indicators in evaluating work performance.Furthermore,when endeavoring to understand the impact leaders have on subordinates,the subordinates’ traits should not be ignored.Thus this paper introduces job crafting as an mediator to explore the mechanisms between leader empathy and pan-after 90’s employees’ adaptive performance.Through the questionnaire survey of 395 pan-after 90’s employees,this study uses SPSS19.0 and AMOS22.0 as data analytics tools to examine the reliability and validity of the questionnaire survey and the validity of established Structural Equation Model.The empirical analysis results are listed as follow.First,leader empathy is explained by three dimensions: emotion sharing,perspective taking and empathy cope.Second,leader empathy is significantly correlated with job crafting,pan-after 90’s employees’ adaptive performance two dimensions.Job crafting plays partial mediating roles in the two relationships of leader empathy on pan-after 90’s employees’ adaptive performance two dimensions.Third,among the three dimensions of leader empathy,empathy cope is significantly correlated with job crafting,pan-after 90’s employees’ adaptive performance two dimensions,emotion sharing and perspective taking had no significant effects on job crafting.Job crafting plays partial mediating roles in the two relationships of leader empathy and empathy cope on pan-after 90’s employees’ adaptive performance two dimensions.