摘要：赠送礼物是销售团队中领导管理与下属关系的一种常见的非正式互动，如领导通过给下属赠送礼物来表达感激、认可和关系意向。研究普遍认为在水平关系(如伴侣、朋友)中赠送符合收礼者偏好的礼物更可能受到收礼者的喜爱，少有研究关注在权力不对称的领导-下属垂直关系中何种类型的礼物更有效。本研究聚焦于销售团队管理，探讨领导赠送自我披露型礼物对下属效忠主管意愿的影响及其作用机制。通过三项实验发现：自我披露型(vs.非自我披露型)礼物更能够提高下属效忠主管的意愿，这一效应是由自我披露型礼物使下属推断领导将自己视为内部人(即内部人身份感知)所解释的(实验一)。当自我披露型礼物为炫耀品(vs.非炫耀品)时，其彰显地位、等级差异的象征意义覆盖了“内部人”信号，使得自我披露型礼物的正向影响被削弱(实验二)。此外，当领导赠送礼物是制度化(vs.非制度化)行为时，主效应发生反转：非自我披露型(vs.自我披露型)礼物更能提高下属效忠主管的意愿(实验三)。本研究聚焦销售团队管理情境下领导-下属垂直关系中的礼物选择，将送礼研究的文献拓展到权力不对称的组织情境；揭示了自我披露型礼物在塑造下属自我认知中的积极作用，识别了一种有效管理销售团队上下级关系的非正式机制。研究结论为领导如何策略性地运用礼物来管理上下级关系提供了见解，并强调了赠送炫耀品这类带有地位、等级差异象征意义的礼物可能存在的风险，发现了领导馈赠制度化和非制度化情境下自我披露的相反效应，为领导选择合适的礼物类型提供了指导。

Abstract: Gift-giving is a common informal interaction in sales teams, where leaders express gratitude, recognition, and relationship intentions by giving gifts to subordinates. Studies generally suggest that gifts that align with the recipient's preferences are more likely to be appreciated in horizontal relationships(such as partners or friends). Few studies have focused on which types of gifts are more effective in vertical leader-subordinate relationships with asymmetric power. This study focuses on sales team management, exploring the impact and mechanism of leaders giving self-disclosure gifts on subordinates' willingness to be loyal to their supervisors. Three experiments revealed that self-disclosure gifts(vs. non-self-disclosure gifts) are more likely to increase subordinates' willingness to be loyal to their supervisors. This effect is explained by the fact that self-disclosure gifts lead subordinates to infer that the leader considers them an insider(i.e., perceived insider status)(Study 1). When self-disclosure gifts are conspicuous(vs. inconspicuous), their symbolic meaning of status and hierarchy overshadows the “insider” signal, weakening the positive impact of self-disclosure gifts(Study 2). Furthermore, when gift-giving by leaders is institutionalized(vs. non-institutionalized), the main effect reverses: non-self-disclosure(vs. self-disclosure) gifts are more effective in increasing subordinates' willingness to be loyal to their supervisors(Study 3). This study focuses on gift selection in the leader-subordinate vertical relationship within a sales team management context, extending the literature on gift-giving to organizational situations with power asymmetry. It reveals the positive role of self-disclosure gifts in shaping subordinates' self-perception and identifies an informal mechanism for effectively managing superior-subordinate relationships in sales teams. The findings provide insights into how leaders can strategically use gifts to manage superior-subordinate relationships, emphasize the potential risks of giving conspicuous gift that symbolize status and hierarchy and reveal the contrasting effect of self-disclosure in institutionalized and non-institutionalized gift-giving contexts, thereby offering guidance for leaders in choosing appropriate gift types.