工作场所领导愤怒的有效性及其作用机制

doi:10.3724/SP.J.1042.2019.01917

摘要/Abstract

摘要：

领导愤怒(leader anger)作为最常见、最易被感受到的工作场所负面情绪之一, 对于改善工作关系、行为和绩效具有显著影响。然而, 已有文献关于领导愤怒阻碍还是促进领导有效性的观点存在许多争议, 对于领导愤怒为什么以及何种条件下影响领导有效性的问题尚不明确。在回顾工作场所领导愤怒概念起源和内涵特点的基础上, 从消极效应和积极效应双刃视角厘清了工作场所领导愤怒的有效性, 基于情绪即社会信息理论阐释了工作场所领导愤怒有效性的双路径中介机制, 并从个体/团队/组织三层面分析了领导愤怒有效性的边界条件。未来研究应从工作场所领导愤怒的概念和结构测量、事件前因和后果、中介机制、情境因素、研究方法和研究层面等方面进一步拓展。

关键词: 工作场所领导愤怒, 有效性, 双路径传递机制, 边界条件

Abstract:

Leader anger is one of the most common and perceived workplace negative emotions, which has a significant impact on improving work relationships, behavior and performance. Nonetheless, there is an important controversy on whether leader anger in the workplace leads to negative work outcomes or the possible positive implications across different contexts, that is, hinders or promotes leadership effectiveness. It is still unclear why and how leader anger affects leadership effectiveness. We aim at adding to this literature by addressing important issues such as concept, positive and negative effectiveness, two-path mechanisms, boundary conditions under which anger expression in the workplace will lead to specific positive or negative outcomes. We finally proposed future prospects from its concept, structure and measurement, event antecedents and outcomes, mediating mechanisms, context factors, research method and levels, leaving us much space for the follow-up.

Key words: leader anger in the workplace, leadership effectiveness, two-path mechanisms, boundary conditions

中图分类号:

B849:C93

冯彩玲. (2019). 工作场所领导愤怒的有效性及其作用机制. 心理科学进展 , 27(11), 1917-1928.

FENG Cailing. (2019). Effectiveness and mechanism of leader anger in the workplace. Advances in Psychological Science, 27(11), 1917-1928.

图/表 1

参考文献 82

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领导愤怒的有效性(+/-)	研究者	样本来源	中介变量	调节变量	备注
领导有效性(+)	Madera和Smith (2009)	来自会计、律师、教师、护士等不同行业的322名员工。	下属情绪	—	个体层/绩效情境(产品失败情境)
下属绩效(+/-)	Chi和Ho (2014)	中国台湾40家企业, 191对上下级配对数据, 86名上级, 191名下级。	—	人格(责任心和宜人性)权力距离导向	个体层/绩效情境
辱虐管理(+)	Mawritz等(2014)	美国东北部和中西部地区的金融、保险、银行、食品服务、零售、教育和健康行业, 215对上下级配对数据。	—	—	个体层/道德情境
员工绩效(+)	Wang和Seibert (2015)	从美国中西部的银行、电器工程、酒店行业选取三家公司的66名领导和247名下属。	—	团队表面伪装团队负面情绪	团队层/绩效情境
下属的上级导向偏离行为(+) 下属努力(-)	Schwarzmüller等 (2017)	从德国一家大型商务网选取了165名被试。	下属愤怒水平下属焦虑水平	—	个体层/绩效情境
领导有效性(+/-)	Wang等(2018)	Study 1：125名大学生, 实验法; Study 2：从MTurk网站招募165名员工, 问卷调查; Study 3：222名领导。	情感反应推理加工	违背类型辱虐领导	个体层/道德情境
工作家庭干扰(+) 工作家庭充实(-)	Ahmed等(2018)	美国不同行业招募145名被试, 印度不同行业招募176名被试	—	—	个体层/家庭情境
领导有效性(+/-)	Shao等(2018)	Study 1：从MTurk网站招募264名员工, 问卷调查; Study 2：125名澳洲大学生, 实验法; Study 3：89名大学生, 实验法。	特质推理动机推理	内隐人格理论	个体层/绩效情境
下属对领导的信任(-)	Shao等(2018)	Study 1：138名澳洲大学生参加网络问卷调查, 117名大学生参加实验室研究; Study 2：217名员工, 实验法。	领导正直领导仁慈	下属公平导向下属关怀导向	个体层/道德情境

领导愤怒的有效性(+/-)	研究者	样本来源	中介变量	调节变量	备注
领导有效性(+)	Madera和Smith (2009)	来自会计、律师、教师、护士等不同行业的322名员工。	下属情绪	—	个体层/绩效情境(产品失败情境)
下属绩效(+/-)	Chi和Ho (2014)	中国台湾40家企业, 191对上下级配对数据, 86名上级, 191名下级。	—	人格(责任心和宜人性)权力距离导向	个体层/绩效情境
辱虐管理(+)	Mawritz等(2014)	美国东北部和中西部地区的金融、保险、银行、食品服务、零售、教育和健康行业, 215对上下级配对数据。	—	—	个体层/道德情境
员工绩效(+)	Wang和Seibert (2015)	从美国中西部的银行、电器工程、酒店行业选取三家公司的66名领导和247名下属。	—	团队表面伪装团队负面情绪	团队层/绩效情境
下属的上级导向偏离行为(+) 下属努力(-)	Schwarzmüller等 (2017)	从德国一家大型商务网选取了165名被试。	下属愤怒水平下属焦虑水平	—	个体层/绩效情境
领导有效性(+/-)	Wang等(2018)	Study 1：125名大学生, 实验法; Study 2：从MTurk网站招募165名员工, 问卷调查; Study 3：222名领导。	情感反应推理加工	违背类型辱虐领导	个体层/道德情境
工作家庭干扰(+) 工作家庭充实(-)	Ahmed等(2018)	美国不同行业招募145名被试, 印度不同行业招募176名被试	—	—	个体层/家庭情境
领导有效性(+/-)	Shao等(2018)	Study 1：从MTurk网站招募264名员工, 问卷调查; Study 2：125名澳洲大学生, 实验法; Study 3：89名大学生, 实验法。	特质推理动机推理	内隐人格理论	个体层/绩效情境
下属对领导的信任(-)	Shao等(2018)	Study 1：138名澳洲大学生参加网络问卷调查, 117名大学生参加实验室研究; Study 2：217名员工, 实验法。	领导正直领导仁慈	下属公平导向下属关怀导向	个体层/道德情境

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