The Research On Effects Of Red Tape On Taking Charge Among Grassroots Leading Cadres

Grassroots leading cadres are an important part of the party and government leading cadres.They are also the foremost shaping agents of the government image and have the most direct perception of social issues.In China,which is in the transition period,grassroots leading cadres work at the front line.They not only need to implement the top-level innovation and change policies,but also need to innovatively find breakthrough points to solve problems from the grassroots governance practices.Therefore,it is of great significance to pay attention to the innovation and reform of grassroots leading cadres,which is conducive to the harmonious development of the administrative districts at the county,township and village levels and the promotion of reform.In the context of high-risk evading culture of Chinese,grassroots leading cadres often choose not to take responsibility or act,and there is great resistance to innovation and change in practical work.The day-to-day administrative examination and approval process is complicated,and there are no complicated reports at all levels.It can lead to waste of time and cost and low administrative efficiency.It consumes too much time and energy of leading cadres,making them have no time to consider innovation.Thus,this study constructs a model of the influence of red tape on the taking charge behavior of grassroots leading cadres,and discusses the mediating role of work alienation and creative role expectation in the influence of red tape on taking charge,as well as the moderating role of supervisor’s development feedback,proactive personality and error management climate.The study takes the grassroots leading cadres in Zhejiang Province as the survey object,and distributed 260 questionnaires through on-site collection and network distribution.Finally,216 valid questionnaires were collected,and the questionnaire data were analyzed by SPSS23.0 and its macro program Process3.1,Amos23.0.The main conclusions of this study are as follows: Firstly,red tape has a significant negative impact on taking charge;secondly,work alienation,creative role expectation plays a mediating role in the relationship between red tape and taking charge;thirdly,supervisor’s developmental feedback moderates the mediating effect of work alienation in the relationship between red tape and taking charge.When the developmental feedback is high,the negative impact of red tape on taking charge through the work alienation is smaller.Fourthly,the proactive personality moderates the mediating effect of the creative role expectation between red tape and taking charge.When the proactive personality is high,the negative impact of red tape on taking charge through the creative role expectation is smaller.Fifthly,the error management climate moderates the mediating effect of the creative role expectation between red tape and taking charge.When the error management climate is high,red tape has a smaller negative impact on taking charge through the creative role expectation.It can be seen that supervisor’s development feedback,proactive personality,and error management climate can alleviate the negative impact of red tape on the path of taking charge.This study incorporates the sense of work alienation and creative role expectation into the same framework,expounding the two psychological mechanisms of red tape on taking charge,enriching existing research.At the same time,the moderate variables at the individual level,the leadership level and the organizational level are included to explore the boundary conditions of the impact.Finally,from the perspective of management practice,it puts forward suggestions such as abandoning the red tape,paying attention to the development feedback from the superior and constructing the culture of organizational error management.