愤怒情绪对不同类型恶意创造力表现的影响

个体的恶意创造力主要体现在伤害、欺骗与捉弄他人三方面。本研究旨在考察愤怒情绪对上述三类恶意创造力表现的影响及作用路径。研究设计了愤怒、恐惧和中性三种情绪诱发条件（后两者分别作为愤怒情绪的消极和中性情绪对照）,以考察不同情绪状态下个体在三类恶意创造力表现上的差异。结果发现,对于伤害和欺骗他人,愤怒情绪诱发组在观点流畅性、新颖性和伤害性上均高于中性情绪诱发组;而对于捉弄他人,愤怒情绪诱发组仅在观点流畅性和新颖性上高于中性情绪诱发组。内隐攻击性中介了愤怒情绪对三类恶意创造力表现的影响,而情绪唤醒度仅中介了愤怒情绪对伤害他人恶意创造力表现的影响。上述结果表明,内隐攻击性是愤怒情绪促进不同类型恶意创造力的通用路径,而情绪唤醒度是愤怒情绪促进伤害他人恶意创造力的特异路径。     

工作场所无礼行为的溢出和交叉效应:超越职场范围的负性作用机制

以往研究通常考查工作场所无礼行为对接收者个人和工作场所内相关结果的影响。而近来研究指出,无礼行为会超出工作场所的界限产生溢出效应,且工作场所无礼行为会对接收者之外的他人产生消极作用,即工作场所无礼行为的交叉效应。在综述国内外相关文献的基础上,总结出了溢出和交叉效应的产生机制,包括消极情绪和情感在无礼行为溢出效应中的中介机制,以及压力传递在无礼行为引发的消极情绪和行为反应与工作-家庭冲突中的中介角色;深入探讨了共情在无礼行为交叉效应中的调节机制和社会阻抑在无礼行为交叉效应中的中介机制;并建议未来相关研究选取新的结果变量视角、探究新的中介机制和边界条件以及进一步整合无礼行为的溢出和交叉的连锁效应机制     

愤怒有度:领导表达愤怒情绪对领导绩效的影响

领导表达愤怒情绪一定不好吗?最近研究发现,领导表达愤怒情绪对领导绩效(任务绩效和关系绩效)存在积极影响与消极影响的不一致结论。文章尝试使用双阈限模型揭示领导的愤怒情绪产生积极影响或消极影响的边界条件。进一步明确领导表达愤怒情绪的阈限是影响领导绩效的关键因素,拓展了双阈限模型对领导愤怒情绪影响其领导绩效的理论解释。     

领导情绪智力对团队绩效和员工态度的影响——公平氛围和权力距离的作用

本研究共收集了74个工作团队的数据, 探讨了领导情绪智力对团队层面绩效(任务绩效、利他行为)和态度(满意度、团队承诺)的影响、公平氛围的中介作用以及团队权力距离的调节作用。研究结果表明：领导的情绪智力对团队绩效和态度均有显著的正向影响; 程序公平氛围中介了领导情绪智力对团队任务绩效和利他行为的影响, 交互公平氛围中介了领导情绪智力对团队任务绩效、满意度和团队承诺的影响; 团队权力距离调节了领导情绪智力和交互公平氛围的关系, 该调节关系通过交互公平氛围的中介作用影响团队任务绩效、满意度和团队承诺。     

配偶排斥对女性离婚意愿的影响：愤怒与婚姻满意度的链式中介作用

为了探讨配偶排斥对女性离婚意愿的影响,以及愤怒情绪和婚姻满意度在其中的中介作用,对543名已婚女性施测了社会排斥体验量表、特质愤怒问卷、婚姻满意度问卷以及离婚意愿问卷。中介效应检验结果表明,配偶排斥显著正向预测女性的离婚意愿,愤怒情绪和婚姻满意度分别在二者之间起中介作用,同时配偶排斥还顺序地先通过导致愤怒情绪增加,再使得婚姻满意度降低这一链式路径对女性的离婚意愿产生影响。未来可以通过减少配偶排斥以及减弱愤怒情绪和提升婚姻满意度的途径来增加婚姻稳定性。     

受欺负对抑郁情绪的影响:悲伤、愤怒反刍的中介作用及性别差异

为探究受欺负对于个体抑郁情绪的影响,以及反刍这一认知因素在其中的作用与性别差异,采用受欺负问卷、儿童应对方式问卷中的悲伤反刍分量表、愤怒反刍问卷、儿童抑郁量表对2582名初中二年级学生（男生1328人,女生1254人;平均年龄13.95岁,SD=0.60）进行问卷调查。结果发现：（1）受欺负与悲伤反刍、愤怒反刍、抑郁情绪均呈显著正相关;（2）受欺负、悲伤反刍、愤怒反刍均可显著正向预测个体的抑郁情绪,且悲伤反刍和愤怒反刍在受欺负和抑郁情绪的关系中发挥部分中介作用;（3）该模型存在性别差异。女生悲伤反刍对抑郁情绪的预测作用显著大于男生。研究从悲伤反刍和愤怒反刍的角度揭示了受欺负对青少年抑郁情绪的作用机制,为从认知水平上干预青少年心理健康问题提供了参考。     

愤怒情绪对恶意创造力的影响及调节策略

以两个实验考察愤怒情绪对恶意创造力表现的影响及作用路径, 并探究调节愤怒情绪对削弱恶意创造力表现的效应。实验1比较愤怒、悲伤、中性情绪下个体恶意创造力表现的差异, 发现愤怒情绪下个体生成更多、更新颖的恶意观点, 情绪唤醒度和内隐攻击性中介了愤怒对恶意创造力表现的影响。实验2探究不同情绪调节策略(认知重评、表达抑制)如何影响愤怒个体的恶意创造力表现, 发现认知重评组和表达抑制组的恶意创造力表现比无策略的控制组水平更低, 情绪唤醒度和内隐攻击性中介了两种情绪调节策略对个体恶意创造力表现的影响。上述结果表明, 愤怒情绪通过提升内隐攻击性和情绪唤醒度进而促进个体恶意创造力表现, 而认知重评和表达抑制策略可作为削弱愤怒个体的恶意创造力表现的有效策略。     

职场排斥与建言行为:双过程模型检验

职场排斥作为间接隐蔽的职场冷暴力,备受业界和学界关注。本研究收集了277份员工和领导的配对数据,通过层级回归等方法探讨了职场排斥影响员工建言行为的双路径机制。结果表明:职场排斥通过愤怒的中介作用,对破坏性建言产生正向影响;通过印象管理动机的中介作用,对建设性建言产生正向影响;职业韧性负向调节职场排斥与愤怒情绪的关系,正向调节职场排斥与印象管理动机的关系;此外,职业韧性还调节"职场排斥—愤怒—破坏性建言"、"职场排斥—印象管理动机—建设性建言"这两条中介路径。本研究从理论上解释了职场排斥对员工建言的双刃剑作用,并对相关管理实践提出了建议。     

情绪智力对农村小学校长职业倦怠的影响：领导效能和工作满意度的链式中介作用

为考察领导效能、工作满意度在情绪智力与农村小学校长职业倦怠关系中的链式中介效应,采用情绪智力量表、领导效能量表、工作满意度量表和职业倦怠量表对258名农村小学校长进行调查。结果表明：（1）情绪智力会负向预测农村小学校长职业倦怠;（2）领导效能是情绪智力与农村小学校长职业倦怠之间的中介变量;（3）工作满意度是领导效能与农村小学校长职业倦怠之间的中介变量。因此,领导效能和工作满意度在情绪智力与农村小学校长职业倦怠之间起链式中介作用,这些结果对于农村小学校长职业倦怠的预防与干预具有重要的价值。     

专业背景、主观印象和情绪对量刑决策的影响

为了考察司法决策者对案件当事人的主观印象如何影响刑罚决策及情绪在其中的作用,本研究要求法律与非法律专业被试对案情相同但对案件当事人的主观印象不同的刑事案件进行刑罚强度决策,并要求被试对犯罪行为所引发的情绪强度进行评定。研究结果发现,被试对施害人的消极印象比积极印象条件下产生更强的愤怒和厌恶情绪,更少的同情情绪,同时,给予的刑罚更重;被试对受害人的积极印象比消极印象条件下,低年级组被试对施害人给予的刑罚更重,但在高年级组被试中不存在显著差异,两组被试在情绪强度上也没有显著差异。法律专业比非法律专业被试对犯罪行为所产生的情绪强度更低。被试的专业背景对量刑决策没有显著影响。中介效应检验发现,在施害人的主观印象对刑罚决策的影响过程中,愤怒和同情表现出部分中介效应,厌恶情绪表现出完全中介效应。     

高处不胜寒? 领导工作场所孤独感的多层次双刃剑效应

在组织中,由于存在权力和地位差异等因素,领导者往往难以获得充分的人际关系满足,孤独成为领导者这一群体的普遍体验。事实上,领导者的工作场所孤独感不仅会对领导者自身产生一系列影响,且还具有独特的社会功能,会给团队及其追随者带来后续影响。然而,目前组织管理领域有关孤独感的文献主要集中于探讨员工的工作场所孤独感,罕有研究考察领导工作场所孤独感究竟会造成何种影响。并且,现有研究普遍只关注孤独感的消极效应,缺乏对其潜在积极效应的挖掘。因此,本文将通过3个子研究,结合多层次、多理论、多研究方法的全景研究范式,全面考察领导工作场所孤独感的双刃剑效应及其机制。本研究不仅可以丰富和拓展工作场所孤独感的理论体系,也能为企业发挥领导工作场所孤独感的积极作用与抑制其负面效应提供管理启示。     

A time-lagged analysis of the effect of authentic leadership on workplace bullying,burnout, and occupational turnover intentions

Destructive interpersonal experiences at work result in negative feelings among employees and negative work outcomes. Understanding the mechanisms through which bullying can lead to burnout and subsequent turnover is important for preventing and managing this problem. Leaders play a key role in shaping positive work environments by discouraging negative interpersonal experiences and behaviours. The aim of this study is twofold. Specifically we aim to examine the relationship between authentic leadership and new graduate nurses experiences of workplace bullying and burnout over a 1-year timeframe in Canadian healthcare settings. Furthermore we aim to examine the process from workplace bullying to subsequent burnout dimensions, and to job and career turnover intentions. Results of structural equation models on new graduate nurses working in acute care settings in Ontario (N = 205) provide support for the hypothesized model linking supervisor's authentic leadership, subsequent work-related bullying, and burnout, and these in turn to job and career turnover intentions. Thus, the more leaders were perceived to be authentic the less likely nurses’ were to experience subsequent work-related bullying and burnout and to want to leave their job and profession. The results highlight the important role of leadership in preventing negative employee and organizational outcomes.     

Positive Leader Behaviors and Workplace Incivility: the Mediating Role of Perceived Norms for Respect

Scholars have called for research on the antecedents of mistreatment in organizations such as workplace incivility, as well as the theoretical mechanisms that explain their linkage. To address this call, the present study draws upon social information processing and social cognitive theories to investigate the relationship between positive leader behaviors—those associated with charismatic leadership and ethical leadership—and workers’ experiences of workplace incivility through their perceptions of norms for respect. Relationships were separately examined in two field studies using multi-source data (employees and coworkers in study 1, employees and supervisors in study 2). Results suggest that charismatic leadership (study 1) and ethical leadership (study 2) are negatively related to employee experiences of workplace incivility through employee perceptions of norms for respect. Norms for respect appear to operate as a mediating mechanism through which positive forms of leadership may negatively relate to workplace incivility. The paper concludes with a discussion of implications for organizations regarding leader behaviors that foster norms for respect and curb uncivil behaviors at work.     

Are memberships in race, ethnicity, and gender categories merely surface characteristics?

Comments on Deep-level diversity and leadership (see record 2010-24768-017) by Kristen M. Klein and Mo Wang. In the special issue on Diversity and Leadership (April 2010), the authors made a strong case for the importance of diversity in workplace leadership, rejected premature declarations that workplace discrimination is obsolete, and called for leadership theories that acknowledge and promote the value of diversity. We suggest that researchers could better predict and increase leader effectiveness by explicitly addressing deep-level characteristics in theory and practice. By promoting surface-level diversity in leadership opportunities and deep-level similarities in leadership training, it is conceivable that organizations could counter adverse impact in leader selection while also improving organizational outcomes.     

Male or Female Athletic Director? Exploring Perceptions of Leader Effectiveness and a (Potential) Female Leadership Advantage with Intercollegiate Athletic Directors

We investigated whether transformational leadership was associated with more positive perceptions of outcomes among intercollegiate athletic directors in the U.S. Also, we examined whether leader gender influenced perceptions of participants, and if there was an interaction between leadership style and leader gender in predicting organizational outcomes. Division I and II male participants (n?=?99) evaluated either a male or female transactional or transformational leader on extra effort, satisfaction, and effectiveness. MANOVA and post hoc analyses were used in our evaluation. Findings indicated transformational leadership was related to more positive organizational outcomes, that there was no difference between male and female leaders on attaining these outcomes, and that there was no interaction between leadership style and leader gender.     

From self‐defeating to other defeating: Examining the effects of leader procrastination on follower work outcomes

This research examines the influence of leader procrastination on employee attitudes and behaviours. While previous studies have typically viewed procrastination as a form of self‐defeating behaviour, this research explores its effects on others in the workplace. In Study 1, using data collected from 290 employees, we demonstrate the discriminant and relative predictive validity of leader procrastination on leadership effectiveness compared with laissez‐faire leadership and directive leadership. In Study 2, based on dyadic data collected in three phases from 250 employees and their 23 supervisors, we found that leader procrastination was associated with follower discretionary behaviour (organizational citizenship behaviour and deviant behaviour). Additionally, job frustration was found to mediate the relationship between leader procrastination and follower outcomes. The quality of the leader–follower relationship, as a boundary condition, was shown to mitigate the detrimental effects of leader procrastination. Together, the findings suggest that leader procrastination is a distinct form of negative leadership behaviour that represents an important source of follower job frustration.

Practitioner points

• Leader procrastination is different from laissez‐faire and directive leadership and can be detrimental to followers.
• Job frustration mediates the relationship between leader procrastination and follower discretionary behaviour.
• Organizations should facilitate high‐quality LMX relationships as a method for mitigating the negative effects of leader procrastination.

     

Well-being through learning: a systematic review of learning interventions in the workplace and their impact on well-being

The view that learning is central to well-being is widely held and the workplace is an important setting in which learning takes place. Evaluations of the effectiveness of well-being interventions in work settings are commonplace, but to date, there has been no systematic review of the effectiveness of learning interventions with regard to their impact on well-being. The review synthesizes evidence from 41 intervention studies, and although no studies report a negative impact on well-being, 14 show no effect on well-being, with 27 studies having a positive impact. We classify the studies according to the primary purpose of the learning intervention: to develop personal resources for well-being through learning; to develop professional capabilities through learning; to develop leadership skills through learning; and to improve organizational effectiveness through organizational-level learning. Although there is an abundance of workplace learning interventions, few are evaluated from a well-being perspective despite the commonly held assumption that learning yields positive emotional and psychological outcomes. The evidence indicates an important gap in our evaluation of and design of workplace learning interventions and their impact on well-being, beyond those focusing on personal resources. This raises important theoretical and practical challenges concerning the relationship between learning and well-being in the context of professional capability enhancement, leadership capability and organizational learning.     

A MULTILEVEL INVESTIGATION OF LEADER– MEMBER EXCHANGE,INFORMAL LEADER EMERGENCE,AND INDIVIDUAL AND TEAM PERFORMANCE

This study examines the antecedents and outcomes of informal leader emergence in work teams. Drawing upon research in vertical and shared leadership, we hypothesized that the relationship between leader‐‐member exchange (LMX) quality and employees’ emergence as informal leaders is moderated by team shared vision such that there is a positive (negative) LMX—leader emergence relationship for teams with high (low) shared vision. Informal leader emergence, in turn, was expected to relate to higher individual and team performance. Results based on multisource and multimethod data collected at 3 points in time (361 followers in 74 work teams) provided support for these hypotheses. The findings highlight the role played by formal leaders and team shared vision in jointly promoting or inhibiting informal leader emergence and thereby impacting individual performance and team effectiveness.     

Leader Advancement Motive,Political Skill,Leader Behavior,and Effectiveness: A Moderated Mediation Extension of Socioanalytic Theory

We examine socioanalytic theory from a leadership perspective and extend this research to examine the mediating mechanisms through which leader getting ahead motive and social competence influence leader effectiveness outcomes. A first-stage moderated mediation model was tested and supported, positioning the Leader Motive to Get Ahead × Political Skill interaction as influencing perceived institutional effectiveness and follower satisfaction with one’s leader through leader initiating structure behavior. This research both supports the relevance of socioanalytic theory for predicting leadership outcomes and extends socioanalytic theory to examine a mediating mechanism through which the interaction of the leader getting ahead motive and social competencies affects relevant performance outcomes. Contributions, strengths and limitations, directions for future research, and practical implications are discussed.