ISSN 1671-3710
CN 11-4766/R
主办:中国科学院心理研究所
出版:科学出版社

心理科学进展 ›› 2020, Vol. 28 ›› Issue (5): 844-854.doi: 10.3724/SP.J.1042.2020.00844

• 研究前沿 • 上一篇    下一篇

辱虐管理的应对:基于人际拒绝的多动力模型分析

严瑜(), 赵颖   

  1. 武汉大学哲学学院心理学系, 武汉 430072
  • 收稿日期:2019-01-24 出版日期:2020-04-26 发布日期:2020-03-27
  • 通讯作者: 严瑜 E-mail:yanyu@whu.edu.cn
  • 基金资助:
    * 国家社科基金项目“基于情绪角色模型的组织中不文明行为的螺旋效应研究” 资助(18BGL119)

Coping strategies for abusive supervision: An interpersonal rejection-based multi-dynamic model

YAN Yu(), ZHAO Ying   

  1. Department of Psychology, School of Philosophy, Wuhan University, Wuhan 430072, China
  • Received:2019-01-24 Online:2020-04-26 Published:2020-03-27
  • Contact: YAN Yu E-mail:yanyu@whu.edu.cn

摘要:

随着辱虐管理产生破坏性影响的作用机制不断得到丰富和完善, 受辱虐下属选择特定应对方式的原因以及有效性成为未来辱虐管理的研究方向。基于人际拒绝的多动力模型, 梳理了在不同质量LMX的关系情境中受辱虐下属的应对方式, 并提出特定应对方式可能引起辱虐管理的恶性循环的假设模型。建议未来研究通过丰富下属的应对行为变量、增加人格和环境的调节机制以完善受辱虐下属的应对模型, 并以此为基础探究辱虐管理的消极互动机制, 为打破辱虐管理恶性循环提供理论支持。

关键词: 辱虐管理, 应对方式, 多动力模型, 领导-部署交换

Abstract:

As the literature on abusive supervision has gained a great understanding of its detrimental effects and the underlying mechanisms, how subordinates cope with the experience of abusive supervision and the effectiveness of different coping strategies are promising new directions for future research. In this article, based on the multi-dynamic model of interpersonal rejection, we discussed how subordinates might cope with the experience of abusive supervision differently at low and high levels of LMX, and proposed a model in which certain coping strategies can lead to the subsequent experience of increased abusive supervision. We suggest future research strengthen our understanding of subordinates’ coping strategies for abusive supervision with a focus on exploring new coping strategies, including individual different variables, and examining situational factors as moderators. Further, future research can investigate the negative interactions between leaders and subordinates, and provide theoretical support for breaking the cycle of abusive supervision.

Key words: abusive supervision, coping strategies, multi-dynamic model, leader-member exchange

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