RESUMEN
PURPOSE: Based on social exchange theory and social cognition theory, this paper studies the effect of work-related identity discrepancy on proactive behavior of close-leadership employees through hierarchical regression analysis and examines the mediating effect of face-pressure and the moderating effect of benevolent leadership. METHODS: This work surveyed 516 employees by questionnaire. The first round of survey mainly investigated employees in Changsha City, and the second round of survey mainly investigated employees' work-related identity discrepancy, face-pressure, benevolent leadership and proactive behavior in >10 regions. By tracking and matching, 396 valid questionnaires were finally obtained. Spss 22.0 was used to describe all the study variables; Mplus 7.0 is used to carry out a confirmatory factor analysis and a multi-path regression model. RESULTS: The difference in work-related identity discrepancy had a significant negative impact on proactive behavior. Face-pressure partially mediated the relationship between work-related identity discrepancy and proactive behavior. Benevolent leadership moderated the indirect relationship between work-related identity discrepancy, proactive behavior and face-pressure. We hope that the findings and discussions from this study will spark further exploration and practical application of enterprise management theories. CONCLUSION: In the context of leadership change, employee identity differences in perception can affect employee proactive behavior, especially for some close-leadership employees. Face-pressure in traditional Chinese culture has a prominent place. Managers should strive to foster an open and inclusive organizational atmosphere that promotes interaction and communication among employees, reduces the impact of negative factors like face pressure, and thereby stimulates employees' work initiative and innovative spirit. This enriches and deepens our understanding within the fields of organizational behavior and cross-cultural management.
Asunto(s)
Liderazgo , Identificación Social , Humanos , Masculino , Femenino , Adulto , Encuestas y Cuestionarios , Empleo/psicología , Persona de Mediana Edad , Lugar de Trabajo/psicología , China , Conducta Social , Adulto JovenRESUMEN
BACKGROUND: Endoscopic axillary lymphadenectomy (EALND) was introduced to clinical work to reduce side effects of conventional axillary lymphadenectomy, while the lipolysis and liposuction of EALND made the process consume more time. The aim of the study was to determine whether immediate liposuction after tumescent solution injection to the axilla could shorten the total time of EALND. METHODS: Fifty-nine patients were enrolled in the study, 30 of them received EALND with traditional liposuction method (TLM), and the rest 29 patients received EALND with immediate liposuction method (ILM). The operation time, cosmetic result, drainage amount, and hospitalization time of the two groups were compared. RESULTS: The median EALND operation time of TLM group and ILM group were 68 and 46 min, respectively, the difference was significant (P < 0.05); the median cosmetic results of the two groups were 6.6 and 6.4, respectively; the median drainage amount of the two groups were 366 and 385 ml, respectively; the hospitalization time of the two groups were 15 and 16 days, respectively. For the last three measures, no significant difference was confirmed (P > 0.05). CONCLUSIONS: Our work suggests immediate liposuction could shorten the endoscopic axillary lymphadenectomy process, and this method would not compromise the operation results. However, due to the limitations of the research, more work needs to be done to prove the availability and feasibility of immediate liposuction.