工作场所领导愤怒的有效性及其作用机制

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。     

领导的消极情绪对员工绩效的积极作用

领导情绪对员工绩效有非常重要的影响, 但并非总是遵循“对称假设”。在特定条件下, 领导表达的消极情绪对员工绩效起到积极作用。情绪即社会信息模型(EASI)可以通过情绪表达者、情绪接受者、组织氛围和组织文化四个角度解释这一不对称现象, 但也存在局限性。文章在以往研究的基础上, 从情绪和认知两条路径出发, 对领导情绪和员工绩效间的中介机制及影响因素进行了系统梳理, 并提出了一个整合模型。未来研究应该关注：领导消极情绪表达的时机和程度, 不同类型的消极情绪对员工绩效的影响, 员工情绪反应的差异性。     

领导感激表达能提高员工的追随行为吗？情绪表达真诚性的作用

感激作为中华民族的传统美德,近年来受到了学者的广泛关注。本文通过结合情绪的社会功能理论和社会等级的双策略理论构建了一个被调节的中介模型,旨在探讨领导感激表达对员工追随行为的影响效果。通过一个情景实验和一个多时点、上下级配对的问卷调查,研究结果证实了所提的理论假设:领导感激表达通过增加感知领导声望进而促进员工的积极追随行为,通过减少感知领导支配进而抑制员工的消极追随行为。尤其是当领导情绪表达真诚性高时,上述关系更为强烈。研究结论有助于启示领导者要更多、更真诚地向员工表达感激。     

魅力型领导与军事团队绩效：军政双主官的交互效应及士气的中介

我军广泛实行分工负责军事和政治工作的平级双领导体制,两名主官的相互作用可能产生额外影响效果。本研究在“连”这一双领导军事团队中,构建了一个以士气为中介的交互效应模型,考察连长和指导员的魅力型领导对连队绩效的影响。对350名军校士兵学员进行问卷调查,结果显示：（1）连长和指导员的魅力型领导对连队绩效具有交互效应。（2）士气在连长、指导员的魅力型领导与连队绩效之间均具有中介效应。（3）连长、指导员的魅力型领导对连队绩效的交互效应受到士气的中介。（4）双主官的交互效应为补偿式：与低魅力型领导搭档时,高魅力型领导的积极效果凸显,但两位高魅力型领导的协同效应不显著。     

魅力型领导与军事团队绩效：军政双主官的交互效应及士气的中介

我军广泛实行分工负责军事和政治工作的平级双领导体制,两名主官的相互作用可能产生额外影响效果。本研究在“连”这一双领导军事团队中,构建了一个以士气为中介的交互效应模型,考察连长和指导员的魅力型领导对连队绩效的影响。对350名军校士兵学员进行问卷调查,结果显示：（1）连长和指导员的魅力型领导对连队绩效具有交互效应。（2）士气在连长、指导员的魅力型领导与连队绩效之间均具有中介效应。（3）连长、指导员的魅力型领导对连队绩效的交互效应受到士气的中介。（4）双主官的交互效应为补偿式：与低魅力型领导搭档时,高魅力型领导的积极效果凸显,但两位高魅力型领导的协同效应不显著。     

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。     

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。     

群体愤怒影响集群行为意向的阶层差异

为考察群体愤怒对集群行为意向影响的阶层差异,本研究基于集群行为的双加工模型,通过操纵群体愤怒情绪和社会阶层,测量被试参与集群行为的意向。结果发现:群体愤怒情况下,较高社会阶层者偏向采取规范的集群行为,相反,较低社会阶层者偏向采用非规范的集群行为。本研究的结果表明,社会阶层和集群行为类型是影响群体愤怒与集群行为意向关系的重要因素。     

员工愤怒表达对领导力涌现的影响：温暖和能力感知的中介作用以及愤怒道歉的弥补作用

基于刻板印象内容模型和内隐领导理论,本研究探讨了员工的愤怒表达类型对其领导力涌现的影响及其作用机制,并提出愤怒表达之后的弥补策略,从而把愤怒表达对领导力的影响从纵向领导力拓展至横向领导力。研究1 (N=279)采用情景实验法,设计2 (愤怒表达类型：合理愤怒表达vs.越轨愤怒表达)×2 (愤怒道歉：是vs.否)和抑制愤怒5个情景;研究2 (N=200)采用关键事件法,调查真实的员工发怒事件。研究3 (N=354)通过3 (愤怒表达类型：间接愤怒vs.合理愤怒表达vs.越轨愤怒表达)×2 (愤怒原因：利他vs.自利)和暗自愤怒7个情景的情景实验重复验证了研究2的结论,并探讨了研究1和2结论不一致可能的原因,但未发现愤怒原因的调节作用;研究4开发了愤怒表达类型的测量量表,并通过问卷方式采集西方样本,除重复验证前3个研究的结论外,亦发现了合理愤怒表达相比于抑制愤怒的间接愤怒对能力感知的正向作用。通过4个研究得出结论：合理愤怒表达与越轨愤怒表达相比更有利于同事对表达者温暖和能力的感知进而更利于表达者的领导力涌现;而与抑制愤怒相比,得出的发现较为复杂。最后,愤怒道歉会通过增加温暖感知而促进领导力...     

领导领域中归因理论的研究述评

领导领域中的归因研究对于把握领导过程、组织绩效评估以及领导成员关系等问题均具有重要的理论与实际意义。文章回顾了自领导归因理论提出以后,领导归因领域中包括有关模型构建、验证与发展、内隐归因在内的相关研究;同时,对归因偏差、归因风格、领导成员关系、人格特质、领导类型、情绪、文化及相关人口学变量等因素与领导归因的关系研究进行了系统梳理;最后,分析、总结了该领域以往研究的不足及今后的研究趋势     

领导人际情绪管理和员工建言的关系：有调节的中介效应分析

近年来，领导人际情绪管理（LIEM）作为一种管理和调节下属消极情绪的领导行为正逐渐受到学界关注。本研究通过问卷调查，搜集了314份员工和领导的配对数据。研究结果显示：领导人际情绪管理积极影响员工建言行为；下属信任在领导人际情绪管理和员工建言行为间起到部分中介作用；权力距离对下属信任的中介效应起到调节作用。     

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 right to lead": The role of leader legitimacy on group reactions to transgressive leadership

Research on the transgression credit shows that groups may sometimes turn a blind eye to ingroup leaders who transgress moral norms. Although there is substantial research investigating the underlying criteria of what makes a “good” leader, research often neglects to investigate the role of followers in leader-group dynamics. In this paper, we offer a novel approach to transgressive leadership by proposing that leader legitimacy is a key factor that determines whether followers’ reactions to transgressive leaders are positive or negative. Across two experiments, participants ascribed transgression credit only to transgressive ingroup leaders perceived as legitimate (Studies 1–2, total n = 308). Transgressive illegitimate leaders were viewed as more threatening to the group, were targeted for formal punishment, received less validation for their behavior, triggered negative emotions (anger and shame), and raised higher consensus for their removal from the leadership position than did legitimate leaders. This effect also occurred irrespective of the absence of formal social control measures implemented toward the transgressive leader (Study 2). Mediation analysis showed that leader illegitimacy triggered stronger feelings of group threat and stronger negative emotions which, consequently, fuelled agreement with collective protest against the transgressive leader. Theoretical and practical implications of these findings are discussed.     

领导者性别身份的评价差异：基于内隐领导理论的实证分析

本研究基于内隐领导理论,运用配对问卷法,探究领导者性别身份的三种评价差异：自我评价与下属评价的差异,男性领导与女性领导的下属评价差异,男性下属与女性下属的评价差异。结果显示,与领导者自评的性别身份相比,下属易高估领导者的男性化;且下属评价男性领导的男性化显著高于女性化,而评价女性领导时两者并不存在显著差异。此外,男性下属对领导男性化的评价高于女性下属的评价。     

The role of within‐group agreement in understanding transformational leadership

Theories of transformational leadership imply that effective leaders should engage in a constellation of appropriate behaviours. Further, since an important component of transformational leadership is the leader's ability to create a consensus or a similar mindset among subordinates, attributions that the leader is transformational are likely to depend on both the leader's behaviours and the extent to which subordinates perceive the leader similarly. In the present study, these notions were tested using a multi‐source data set comprising 68 focal managers, 285 subordinates, 495 peers, and 68 supervisors. Results indicated that leaders who engage in higher levels of appropriate leader behaviours are more likely to have followers who agree in their perceptions of the leader. In addition, significant interactions were found between leader behaviours and agreement among subordinates, suggesting that agreement moderates the relationship between leader behaviours and attributions of transformational leadership style.     

Is Transformational Leadership Always Perceived as Effective? Male Subordinates' Devaluation of Female Transformational Leaders1

This study investigated the impact of the gender composition of the leader–subordinate dyad on the relationship between leaders' transformational leadership behavior and their subordinates' ratings of the leaders' effectiveness. There were 109 dyads of leaders (58 male, 51 female) paired with a subordinate who was either the same or a different gender from themselves. The relationship between a leader's self‐report on transformational leadership and their subordinates' evaluation of their performance was significantly less positive for female leaders with male subordinates than for female leaders with female subordinates. The male and female subordinates of male leaders rated their performance as equally effective, regardless of their levels of transformational leadership.     

Sparking Anger and Anxiety: Why Intense Leader Anger Displays Trigger Both More Deviance and Higher Work Effort in Followers

While previous research has assumed that intense leader anger displays result in negative consequences, researchers have recently started to outline their potential for prompting followers to improve their performance. We explain these conflicting positions by demonstrating that leaders’ anger intensity positively affects both deviance and work effort through triggering anger and anxiety in followers. We conducted two critical incident studies, replicating our results with different methodologies and controlling for potential alternative explanations. In line with theories on reciprocal emotions, supervisor-directed deviance became more likely with higher leader anger intensity because followers reacted with correspondingly more anger. However, in line with theories on complementary emotions, leaders’ anger intensity was also positively related to followers’ work effort due to followers’ anxiety. These results were replicated when taking leaders’ anger appropriateness into account as a potential moderator of the deviance-related path and when controlling for followers’ feelings of guilt (an alternative explanation for followers’ work effort). Our paper provides evidence that intense anger displays increase followers’ work effort but also cautions leaders to show these, as the work effort caused by them is based on followers’ intimidation and likely to be accompanied by deviant reactions. By considering the affective reactions triggered in followers, our paper integrates diverging theoretical perspectives on followers’ reactions to leaders’ anger intensity. Moreover, it is one of the first to disentangle the interpersonal effects that different expressions of the same emotion may have.     

The effects of leader illegitimacy on leaders' and subordinates' responses to relinquishing power decisions

This research examined how leader illegitimacy affects leaders' and subordinates' responses to relinquishing power decisions. The processes underlying responses to leader illegitimacy and relinquishing power were also examined. Across four studies, participants were placed in leader roles (Studies 1a/1b) or subordinate roles (Studies 2a/2b) in an online competition. In Studies 1a/1b, participants assigned a leadership role learned, via a leadership skills test, that their leadership was illegitimate or legitimate. By contrast, in Studies 2a/2b, participants assigned a subordinate role were confronted with either an illegitimate leader who retained their power after performing poorly or a legitimate leader who received the leader role after a poor‐performing leader had relinquished their power. Results demonstrated that leaders who felt they did not belong in their leadership role relinquished more power when their leadership was illegitimate (vs. legitimate) and subordinates who felt less in control and greater anger supported illegitimate (vs. legitimate) leaders less.     

On the Importance of the Superior's Interpersonal Sensitivity for Good Leadership

This research is aimed at showing that interpersonal sensitivity (being attuned to and correctly inferring another person's thoughts and feelings) is an important aspect of what people expect from a good leader and that interpersonally sensitive leaders have more satisfied subordinates. In the first study, participants indicated how much they expected a good superior to be interpersonally sensitive (among other characteristics). People expect leaders to be interpersonally sensitive more so than subordinates. In the second study, participants interacted in same‐gender dyads as leaders and subordinates. We measured subordinate satisfaction and leader interpersonal sensitivity. More interpersonally sensitive leaders had more satisfied subordinates. Interpersonal sensitivity is important for good leadership: It is expected from leaders, and it contributes to increased subordinate satisfaction.