摘要
现有文献主要从“宣泄者”视角出发,讨论宣泄如何影响了宣泄者的态度和行为,从“接受者”视角探索宣泄对接受者的影响的文献相对匮乏。仅有的“接受者”视角文章将领导者看作是被动的接受者,指出下属对领导者宣泄会引起领导者的负面情绪,进而导致领导者对下属做出负面行为。同时,文章还指出组织需要选择具有合适的个人特质的领导者来应对下属宣泄带来的挑战。不同于以往研究,本文将领导者看作是具有主观能动性的接受者,基于压力交互理论,提出在个体内层次,自我耗竭这一认知机制在领导者接受到下属宣泄和实施领导日常辱虐行为之间起中介作用。同时,领导者自己能够通过下属宣泄学习机会评估来缓解下属宣泄导致领导者自我耗竭效应,进而减少领导日常辱虐行为。本文采用经验取样法,在一家大型制造业企业和一家金融服务企业收集了连续10个工作日、每天3次调研的数据,来自188位中基层领导者的1532个观测点的匹配数据支持了上述假设。
Venting at work is a common issue and management dilemma that leaders,at whom it is often targeted,confront daily.Studies have revealed that venting is a double-edged sword.Furthermore,existing research tends to focus on the ventor’s perspective,largely ignoring the ventee.To our knowledge,only one empirical study has looked at the issue from the ventee’s perspective,revealing negative emotions and destructive leadership behaviors as consequences of subordinates’venting.Nevertheless,recent studies argue that receivers respond to intricate workplace messages both through“hot,”emotional responses and through“cold,”cognitive reactions,and the latter might be more explanatory.Unfortunately,research on subordinates’venting has largely ignored the cognitive processes,suggesting instead that the solution may lie in recruiting leaders with certain characteristics.However,not only is the strategy extremely expensive,but it also presents leaders with navigational challenges.Therefore,based on the transactional theory of stress,this paper explored how leaders’behaviors are affected by subordinates’venting.By conceptualizing subordinates’venting as a stressor for leaders,we proposed that the impact of subordinates’venting on leaders’ego depletion and subsequent abusive supervision may be alleviated if leaders can reframe such venting as a learning opportunity rather than a threat.To capture within-person variability and test our model,we collected data using a time-lagged interval-based experience sampling method.The study participants included middle managers from an electronics manufacturing firm and a financial services company in eastern China.The survey was conducted in two stages.First,196 managers completed a baseline survey of demographic data and managerial self-efficacy.Afterward,the participants completed three surveys per day over ten consecutive working days.Time 1 was a measure of daily receipt of subordinates’venting and negative affect.Time 2 included appraisal of the learning oppo
作者
刘德鹏
庞旭宏
宋杰
李珏兴
杨椅伊
张生军
LIU Depeng;PANG Xuhong;SONG Jie;LI Juexing;YANG Yiyi;ZHANG Shengjun(School of Management,Shandong University,Jinan 250100,China;School of Business,Shanghai University of Finance and Economics,Shanghai 200433,China;School of Economics and Management,Yunnan Normal University,Kunming 650500,China;School of Business Administration,Chongqing Technology and Business University,Chongqing 400067,China)
出处
《心理学报》
CSSCI
CSCD
北大核心
2024年第11期1556-1567,共12页
Acta Psychologica Sinica
基金
国家自然科学基金青年项目(71902100)
重庆工商大学高层次人才科研启动项目(2355048)资助。
