中文摘要：

本文将利社会行为分为利领导、利同事和利组织行为三类，系统探讨了差序式领导对员工利社会行为的影响。一方面，差序式领导的照顾沟通、提拔奖励、宽容犯错等偏私行为，会借由替代学习、条件式奖赏和互惠机制去强化以领导者为核心的小圈子凝聚力，诱使“自己人”下属产生效忠领导的心理和强化内群体认同．从而激励“自己人”下属和群体内部从事利社会行为；另一方面，差序式领导又会导致过度关系化行为、相对剥夺感和外群体歧视，从而破坏组织的公平机制，诱发职场排斥和内-外群体的相互隔离．进而引发职场“冷”暴力，抑制“外人”下属对领导者及其“自己人”和组织展现利社会行为。但是，“自己人”和“外人”的关系是相对的，如果领导者实施差序式领导的出发点是为了更好地完成组织目标，并熟练掌握差序式领导的管理技巧．在肯定表现优异的“自己人”的同时，不排挤打压“外人”，而是鼓励“外人”向能力更强的“自己人”学习从而成为领导者的“自己人”，那么，差序式领导风格就不会违反华人文化期待，从而会对“自己人”和“外人”的利社会行为起到整合促进作用．

英文摘要：

This paper divides prosocial organizational behavior into three types such as prosocial organizational behavior toward leader （POB-L）, prosocial organizational behavior toward individual （POB-I）, prosocial organizational behavior toward organization （POB-O）, systematically explores the impact of differential leadership on prosoeial organizational behavior. The results show that differential leadership style will trickle down and infiltrate., inducing employees to similar attitudes and behaviors： differential leaders＇ acts of favoritism such as extra communication, promotion and mistake tolerance would strengthen the cohesion of coterie cored on the leader via vicarious learning, conditional reward and reciprocity mechanism, tempt the ＂insiders＂ to generate loyalty towards their leader and in-group identity, which motivates ＂insiders＂ and in-group members to practice prosocial organizational behavior. Meanwhile, differential leadership can lead to excessive relationship behavior, relative deprivation and out-group derogation, undermining organizational justice mechanism, conducing to utilitarian values and ＂in-out＂ group differentiation, which may trigger workplace ＂cold＂ violence, hinder ＂outsiders＂ and within-out group members from engaging in prosocial organizational behavior. However, ＂insiders＂ or ＂outsiders＂ are relative and flowing. If the leader conducts differential categorization on the basis of induced factors rather than ascribed factors, and if he or she can, instead of crowding down, encourage ＂outsiders＂ to learn from excellent ＂insiders＂ in the affirmation of those outstanding ＂insiders＂, they can facilitate the integration of prosocial organizational behavior performed by both the ＂insiders＂ and ＂outsiders＂.