Effectiveness and mechanism of leader anger in the workplace

doi:10.3724/SP.J.1042.2019.01917

Abstract

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

CLC Number:

B849:C93

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

Figures/Tables 1

References 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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