对辱虐管理与下属公平感关系的再分析：一个有中介的调节效应模型

新近研究发现辱虐管理对下属互动公平感的负向影响受下属权力距离调节：对低权力距离下属来说这种影响相对较强,反之较弱。基于社会交换理论,本文对现有研究做了两方面拓展。首先,引入下属针对领导的总体公平感,考察权力距离在辱虐管理与总体公平感之间的调节作用,扩展那些仅关注互动公平感的研究。其次,引入领导-部属交换,解释权力距离具体是如何在辱虐管理与下属总体公平感之间发挥调节作用的。以296名企业员工为被试,研究发现：(1)下属权力距离在辱虐管理与下属总体公平感之间有调节作用;(2)这种调节作用是通过领导-部属交换的中介作用实现的,即对不同权力距离的下属来说,辱虐管理对领导-部属交换有不同作用,进而对下属总体公平感产生不同影响。     

辱虐管理与员工表现：传统性与信任的作用

研究辱虐管理对员工表现包括任务绩效和组织公民行为的影响,并探讨员工对主管的信任和员工传统性在以上影响过程中所起的中介及调节作用。以北京6家电子制造企业中匹配的283名员工和112名主管为研究对象,层级回归分析表明：辱虐管理会破坏员工对上级主管的信任,继而降低任务绩效水平和组织公民行为;传统员工对辱虐管理的耐受力更强,相对于非传统员工,传统员工较少因为上级主管的辱虐管理而降低其对主管的信任。     

挑战性压力源与员工创新行为:领导-成员交换与辱虐管理的作用

基于工作要求-资源模型,探讨挑战性压力源在什么情况下能够促进创新。将领导-成员交换与辱虐管理作为工作资源,辱虐管理作为影响领导-成员交换是否可以被视为工作资源的情境因素,挑战性压力源作为工作要求,检验了领导-成员交换、辱虐管理对挑战性压力源与员工创新行为关系的三维调节作用。基于两个领导-下属配对样本的分析结果表明:挑战性压力源、领导-成员交换和辱虐管理对员工创新行为有显著三维交互作用,即领导-成员交换水平高、辱虐管理水平低时,挑战性压力源与员工创新行为正相关,在其他条件下,挑战性压力源与创新行为不相关或者负相关。本研究验证了工作要求-资源模型在解释挑战性压力源与创新行为之间关系的有效性,说明资源在挑战性压力源激发员工创新行为中扮演重要角色。     

积极追随原型-特质匹配对辱虐管理的影响——基于多项式回归与响应面分析的探索

基于内隐追随理论,探索了领导者的积极追随原型(PFP)与追随者的积极追随特质(PFT)之间的匹配程度如何影响辱虐管理。对194份上下级配对数据进行多项式回归和响应面分析,结果显示:(1)相较于非匹配情形,领导者在"PFP—PFT匹配"情形下更少辱虐追随者;(2)与"PFP低—PFT低"相比,"PFP高—PFT高"情形下辱虐管理程度更低;(3)在非匹配情况下,与"PFP高—PFT低"相比,领导者在"PFP低—PFT高"时对追随者有更少的辱虐管理。以上结论能够为组织预防或减少辱虐管理提供理论指导。     

辱虐管理的应对：基于人际拒绝的多动力模型分析

随着辱虐管理产生破坏性影响的作用机制不断得到丰富和完善, 受辱虐下属选择特定应对方式的原因以及有效性成为未来辱虐管理的研究方向。基于人际拒绝的多动力模型, 梳理了在不同质量LMX的关系情境中受辱虐下属的应对方式, 并提出特定应对方式可能引起辱虐管理的恶性循环的假设模型。建议未来研究通过丰富下属的应对行为变量、增加人格和环境的调节机制以完善受辱虐下属的应对模型, 并以此为基础探究辱虐管理的消极互动机制, 为打破辱虐管理恶性循环提供理论支持。     

组织公平在多层辱虐管理中的角色:基于道德排除理论的多视角分析

近年来,辱虐管理引起了组织行为研究者的重点关注。已有的研究主要在个体层次上分析辱虐管理对于下属的作用机制及消极影响,但组织层次上的研究还鲜有学者涉及。从领导、受害者和旁观者等多个视角,基于道德排除理论,分析梳理了辱虐管理对于组织公平的作用,整合构建了多层次辱虐管理对下属影响的组织公平作用机制模型,并分别从组织层次、个体层次以及组织层次对个体层次交互作用的角度,深入探讨了辱虐管理对下属产生的负面作用。建议未来的研究考虑辱虐管理中的文化因素,进一步在其他组织公平的维度上研究辱虐管理的作用机制,改进并完善现有的研究方法,探索辱虐管理的积极应对策略,并从工具性的视角关注领导实施辱虐管理的动因。     

辱虐管理对建言影响的曲线效应：价值观和性别的调节作用

现有研究主要探究领导风格对员工行为影响的直线效应,而对两者之间的曲线关系研究不足。基于激活理论,实证检验了辱虐管理与员工建言行为的曲线关系。研究结果表明辱虐管理对员工建言行为具有倒U型的影响,即上级主管辱虐不足或过度都不利于员工建言行为,只有适度的辱虐才能最有效地激发员工建言,性别调节了上述关系。这一研究发现表明适度的辱虐管理能够给组织带来积极效果,深化了人们对辱虐管理与员工建言关系的认识。     

辱虐管理的应对及预防：正念的自我调节作用

辱虐管理, 作为负性领导的典型代表, 对员工的心理、行为和绩效乃至组织的发展均会产生显著负性影响。因此, 如何有效应对和预防辱虐管理是学者和管理实践者共同关注的课题。基于自我调节理论, 以正念为切入点, 系统考察正念在员工应对辱虐管理负性影响以及预防上司辱虐管理行为发生中的作用。一方面, 采用情境实验、大样本问卷调查和干预实验检验员工正念和正念训练对上司辱虐管理影响员工负性情绪、偏差行为和绩效的调节作用; 另一方面, 采用日志研究考察上司正念对辱虐管理行为的抑制作用, 并进一步通过干预实验来验证上司正念训练不仅可以预防辱虐管理行为的发生, 而且还可以随之改善员工的负性情绪、偏差行为和绩效。预期研究成果将有助于深入理解正念在辱虐管理研究中的作用, 推进辱虐管理应对和预防研究的发展, 同时对组织制定相关的培训计划起到一定参考作用。     

辱虐管理与员工创造力：心理契约破坏和中庸思维的不同作用

近年来, 辱虐管理与员工创造力的关系受到越来越多研究者的关注。在以往研究的基础上, 本研究构建了一个有调节的中介作用模型, 以探讨中国文化情境下辱虐管理影响员工创造力的中介心理机制及边界条件。采用多阶段-多来源的策略, 以93名主管和369名员工为对象, 通过多水平结构方程建模技术对三阶段主管-员工配对调查所获取的数据进行分析, 结果表明：主管的辱虐管理行为会通过心理契约破坏的中介作用, 对员工创造力产生间接的消极影响; 但该负向的间接关系的强度对高中庸思维者而言较弱。本研究有助于揭示辱虐管理影响员工创造力的心理机制及边界条件, 研究结果对企业员工创造力及创新行为的管理实践也有一定启示。     

权重望寡：如何化解低地位领导的补偿性辱虐管理行为?

权力与地位来源不同且体验有别, 二者分离是常态。如果领导者手握权柄却缺乏相应的地位威望, 将限制其控制力, 产生潜在不良后果。基于低地位补偿理论, 构建一个两阶段调节的中介模型, 设计两项研究, 旨在探索领导者“权重望寡” (即权力高, 地位低)所诱发的负面领导行为及其干预机制。研究1揭示: 相对于权力与地位匹配, 领导者权重望寡诱发辱虐管理。研究2探索其成因, 显示: (1)自我损耗中介权重望寡与辱虐管理的关系; (2)领导者正念以及更高层领导信任联合调节自我损耗的中介效应。研究表明, 低地位领导在维护地位过程中产生的自我损耗是引发辱虐管理的主因, 同时辱虐管理强度因人而异, 适可而止, 自身正念和高层信任有助于限制其作为不良补偿手段的蔓延。研究拓展了低地位补偿理论的应用领域, 也为化解权力与地位分离带来的组织冲突提供管理启示。     

Supervisors' behavior during new employees' socialization: scale development

This study developed a 16-item scale to measure specifically the construct of Intended Socialization Behavior of the supervisor during new employees' socialization. Data were collected from 178 subjects representing six midwestern organizations. The organizations ranged in size from 100 to 1,001+ employees and represented multiple industries. The subjects included 74 subordinates (with less than 1 year tenure at the organizations) and 93 supervisors. Both the subordinate and the supervisor groups were predominantly male, and the subordinate group was primarily younger than the supervisor group.     

EMPLOYEE SELECTION WITH THE PERFORMANCE PRIORITY SURVEY

Person-environment congruence, as defined in this series of studies, is the fit between the subordinate's perceptions of the requirements of the job, and the requirements of the supervisor or of the organization. Person-environment congruence is measured in this research by the Performance Priority Survey (PPS), a Q-sort procedure in which respondents rate the relative importance of work behaviors. The priorities of the organization (reported by supervisors) and the priorities of the subordinates (or applicants) are correlated to produce an agreement score. The agreement score for each supervisor-subordinate pair measures the degree of similarity between the perceptions of the relative importance of work behaviors for the job in question, as reported by both members of the pair. The agreement score is calculated in two ways: (a) between the report of the subordinate (or applicant) and the report of the immediate supervisor, and (b) between the report of the subordinate (or applicant) and the organizational culture (aggregated reports of supervisors). The agreement scores correlate significantly with performance ratings. The PPS has a lower adverse impact on African-Americans than a typical multiple-choice test. The PPS is proposed as a means for improving the validity of selection and for reducing adverse impact.     

上下级工作场所精神性匹配与下级主动行为的关系

基于上下级匹配理论,本研究探讨了上下级工作场所精神性匹配与下级主动行为的关系。采用多项式回归与响应面分析技术,对收集的129对“领导者?员工”配对数据进行分析,结果表明：（1）在上下级工作场所精神性一致的情况下,上下级工作场所精神性一致程度与下级主动行为呈倒U型关系;（2）在上下级工作场所精神性不一致的情况下,当下级工作场所精神性高于上级时,下级会表现出更多的主动行为。     

Can opposites attract? Personality heterogeneity in supervisor-subordinate dyads as a predictor of subordinate outcomes

Unlike the majority of research hypothesizing that similarity between individuals results in positive individual outcomes, this article examines whether dissimilarity results in positive outcomes. On the basis of interpersonal interaction theory, the authors hypothesized that dissimilarity in the personality dimension of control within supervisor-subordinate dyads is positively associated with the subordinate's satisfaction with the supervisor; results obtained with polynomial regression techniques were supportive. However, for 2 other outcomes, organizational citizenship behaviors and work withdrawal, neither similarity nor dissimilarity within the dyad was important; subordinate level of control was related to organizational citizenship behaviors reported by subordinates, and supervisor level of control was related to work withdrawal reported by subordinates. These findings portray the importance of examining relationship complexities beyond similarity in organizational dyad research.     

Supervisors' performance feedback to subordinates: The impact of subordinate performance valence and outcome dependence

The purpose of this study was to examine the effects of two variables on supervisors' performance feedback to subordinates: (1) the valence of the subordinate's performance, that is, whether the subordinate has performed well or poorly, and (2) the degree to which the supervisor's monetary outcomes are dependent on the subordinate's performance. It was hypothesized that supervisors would give subordinates feedback less often about instances of poor performance than about instances of good performance, but that when given, their feedback about poor performance would be more specific than their feedback about good performance. It was also hypothesized that supervisors would give feedback more often under conditions of high outcome dependence than under conditions of low outcome dependence. The results strongly supported the two performance valence hypotheses. The outcome dependence hypothesis was also supported, but only when the subordinate exhibited a pattern of gradually worsening performance. The implications of these findings are discussed, as are directions for future research.     

AN EXAMINATION OF THE EFFECTS OF AN UPWARD FEEDBACK PROGRAM OVER TIME

Despite the growing popularity of upward feedback programs, there has been very little research on the effects of upward feedback on changes in managerial performance over time. We examined the effects of implementing an upward feedback program in which subordinates' ratings were collected for 238 first-through fifth-level managers in a large corporation at two points in time about 6 months apart. Research questions drawn from goal-setting, control, and social cognition theories guided our investigation of the effects of (a) receiving feedback, (b) completing self-ratings, (c) managers' initial level of performance, and (d) subordinate's familiarity with the manager on changes over time in the level of ratings and reported opportunity to observe managerial behaviors. Ratings were provided on a 33-item behavioral observation scale that focused on areas such as the manager's commitment to quality, communications, support of subordinates (encouraging participation, coaching), and fairness. Based on subordinates' ratings, managers whose initial level of performance was moderate or low improved over the 6-month period, and this improvement could not be attributed solely to regression to the mean. Also, both managers and their subordinates became more likely over time to indicate that the managers had an opportunity to demonstrate behaviors measured by the upward feedback instrument.     

THE INFLUENCE OF SUBORDINATE AGE ON PERFORMANCE RATINGS AND CAUSAL ATTRIBUTIONS

Three issues were examined in this study relative to the role of subordinate age in performance evaluations. First, it was found that supervisors rated older subordinates lower than younger subordinates doing the same job. Second, differences between self-ratings of performance and supervisory ratings seemed to be a function of the subordinate's age. Third, a significant age × performance interaction was detected on ability attributions.     

Status Incongruence and Supervisor Gender as Moderators of the Transformational Leadership to Subordinate Affective Organizational Commitment Relationship

Grounded in role congruity theory, we examine how status incongruence (when the subordinate is older, has more education, work experience, and/or organizational tenure than the supervisor) in subordinate–supervisor dyads affects transformational leaders’ ability to foster affective organizational commitment among their subordinates. Across two field studies, our findings show that the relationship between transformational leadership and subordinate affective organizational commitment is less positive when status incongruence is high. Furthermore, in both field studies we found a 3‐way interaction among transformational leadership, status incongruence, and supervisor gender predicting subordinate affective organizational commitment. Specifically, in Study 1 (pink‐collar employees in Turkey), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for male leaders. In Study 2 (pink‐collar employees in the United States), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for female leaders. Furthermore, Study 2 also revealed that collective identity was a mediator of both the significant 2‐ and 3‐way interaction effects on subordinate affective organizational commitment.     

Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations

Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed.