The Influence Mechanism Of Perceived Leader

There are many factors hindering the development of enterprises in current enterprise management.Among them,the attitude of leaders to subordinate employees will cause different perceptions of subordinate employees,which will directly determine the behavior of employees and then lead to the change of employee performance.In an organization,when employees show negative behaviors,leaders usually take corresponding measures to treat employees,among which punishment is one of the common means used by leaders.The employee’s punishment by the leader will directly lead to the corresponding behavioral reaction,including resistance or ingratiation.Among them,when the leaders punish the lower-level employees,usually because of the relationship between the employees and the implementation of different degrees of punishment,and finally it is inevitable that the superior leaders treat the lower-level employees in different ways.Leaders divide employees into "insiders" or "outsiders".When they punish employees who are "insiders",employees will behave obediently because they think that the punishment is to urge and help them grow up.However,when the leaders punish the employees from outside the circle,the employees will show different behavioral reactions,including obedience or resistance,because they think the punishment is to exclude them.We call the relationship between leaders and their superiors and subordinates the leader member exchange relationship,abbreviated as LMX.Leaders will treat different employees in different ways in the organization,which will lead to employees’ perception of the different treatment of leaders,and then trigger our further thinking about the impact of LMX differences perceived by employees on employees’ behaviors in the organization.The study found that the antecedent variables affecting the follow-up performance were mainly divided into personal factors and situational factors.However,few relevant literatures have studied the variable of follow-up performance,so the study of follow-up performance has important practical significance.Moreover,ingratiation behavior is a common means for members of an organization to cope with the reaction of leaders.This study argues that when employees differently by leadership,organization of employees will be perceived differences between LMX,organization of employees in order to be able to access resources in the organization(including material: money,reward,and material aspects such as: promotion,praise,etc.),is bound to take corresponding ingratiation behavior so as to obtain the superior leadership related resources.Studies have pointed out that ingratiation behavior is one of the most simple,the consumption of resources of at least one win leadership recognition method,therefore,this study tried to ingratiate themselves with employee behavior Angle for further explains the differences in LMX employees awareness of employee subsequent performance,the influence of leaders for the effective management of employees and employees to improve their job performance is critical.Therefore,it is of great practical significance to explore the influence mechanism of perceived LMX difference on subsequent performance.Therefore,regardless of "insiders" or "outsiders",based on the theory of resource conservation,employees will adopt ingratiating behaviors to maintain their image in the hearts of leaders and thus maintain resources in the organization.At the same time,the machiavellian personality tendency of leaders will further aggravate the attribution of leaders and eventually form complex organizational relations.To sum up,this paper attempts to establish a moderated mediation model from the perspective of resource conservation theory to discuss the influence mechanism of perceived LMX difference on subsequent employee performance.From the perspective of Machiavellianism of leaders,this paper discusses the mediating effect of employees’ perceived LMX difference on employees’ subsequent performance of subordinates’ indomitability behavior.First of all,this study sorted out,summarized and summarized existing relevant literature,systematically and specifically sorted out the literature(LMX difference perceived by employees,indomitability behavior of employees,Machiavellianism of leaders and follow-up performance of employees).Secondly,based on the existing research results of relevant scholars,the innovation of relevant variables in this study is deeply analyzed,and the theoretical model and related hypotheses of this study are further constructed.Then,questionnaires were distributed to relevant enterprises,collected and processed,and the data were imported into SPSS20.0 and AMOS24.0 data processing software for systematic analysis to verify our hypothesis.Finally,through systematic research and discussion,the theoretical and practical significance of this study is proposed,and the deficiencies of this study are further analyzed,and the direction of follow-up research is proposed.The results of this study are as follows:(1)There is a significant positive correlation between perceived LMX difference and employee follow-up performance,indicating that perceived LMX difference can promote the occurrence of employee follow-up performance;(2)LMX difference perceived by employees is significantly positively correlated with ingratiation behavior,indicating that LMX difference perceived by employees leads to stronger ingratiation behavior;(3)There is a significant positive correlation between employee ingratiation behavior and employee follow-up performance,indicating that employees who adopt ingratiation behavior will perform better follow-up performance;(4)Employee ingratiation behavior has a mediating effect between perceived LMX difference and employee follow-up;(5)Machiavellianism of leaders enhanced the relationship between perceived LMX difference and employee insinuating behavior,that is,when machiavellianism of leaders is high,perceived LMX difference has a stronger impact on employee insinuating behavior;(6)Machiavellianism of leaders moderates the mediating effect of insinuating behavior on perceived LMX difference and employee follow-up performance,that is,when machiavellianism of leaders is high,the mediating effect of insinuating behavior is stronger.