辱虐领导与员工破坏行为:基于多焦点法的元分析
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摘要
领导方式是预测员工行为的重要情境因素,辱虐领导作为消极领导行为的典型代表,对员工破坏行为具有显著的影响。基于多焦点视角,员工破坏行为的实施对象包括组织、领导、同事多个主体,在辱虐领导情境下,员工针对哪个主体实施破坏行为的倾向更强,尚无定论。通过48篇实证文献的94个效应值,运用元分析技术研究辱虐领导与多焦点破坏行为的关系。结果发现,辱虐领导对破坏行为、组织导向破坏行为、领导导向破坏行为、同事导向破坏行为具有显著的正效应,其中,辱虐领导对领导导向破坏行为的影响强于组织导向破坏行为。文化情境(东方、西方)、评价方式(自评、他评)对两者关系起调节作用,辱虐领导对自评破坏行为、自评领导导向破坏行为的影响更强;辱虐领导与领导导向破坏行为的相关性在东方情境下比西方情境下更弱。
Leadership style is the important potential factors for predicting employee behavior. Abusive supervision,as a typical representative of negative leadership behavior,has a significant positive relationship with employee dysfunctional behavior. From the multi-foci perspective,employees maintain different dysfunctional behaviors toward multiple foci such as the organization,supervisors and coworkers. In abusive supervision context,the damage level of dysfunctional behaviors toward multiple foci has not been determined. The results are extracted from original reports published from 2000 to 2014 of 48 empirical studies. Comprehensive Meta-Analysis Version 2 program is used to analyze the relationship between abusive supervision and employee dysfunctional behavior. The results show that abusive supervision is positive related to dysfunctional behavior,organizational dysfunctional behavior,supervisor-directed dysfunctional behavior and coworker-directed dysfunctional behavior. Specifically,abusive supervision has the strongest relationship with supervisor-directed dysfunctional behavior,a moderate relationship with organizational dysfunctional behavior,and the weakest relationship with coworker-directed dysfunctional behavior. Culture context and rating source moderate the relationship,the relationship between abusive supervision and supervisor-directed dysfunctional behavior is stronger in Western context than in Eastern context; relationships between abusive supervision and employee dysfunctional behavior and supervisor-directed dysfunctional behavior are stronger for self-rated versus other-rated dysfunctional behavior.
Leadership style is the important potential factors for predicting employee behavior. Abusive supervision,as a typical representative of negative leadership behavior,has a significant positive relationship with employee dysfunctional behavior. From the multi-foci perspective,employees maintain different dysfunctional behaviors toward multiple foci such as the organization,supervisors and coworkers. In abusive supervision context,the damage level of dysfunctional behaviors toward multiple foci has not been determined. The results are extracted from original reports published from 2000 to 2014 of 48 empirical studies. Comprehensive Meta-Analysis Version 2 program is used to analyze the relationship between abusive supervision and employee dysfunctional behavior. The results show that abusive supervision is positive related to dysfunctional behavior,organizational dysfunctional behavior,supervisor-directed dysfunctional behavior and coworker-directed dysfunctional behavior. Specifically,abusive supervision has the strongest relationship with supervisor-directed dysfunctional behavior,a moderate relationship with organizational dysfunctional behavior,and the weakest relationship with coworker-directed dysfunctional behavior. Culture context and rating source moderate the relationship,the relationship between abusive supervision and supervisor-directed dysfunctional behavior is stronger in Western context than in Eastern context; relationships between abusive supervision and employee dysfunctional behavior and supervisor-directed dysfunctional behavior are stronger for self-rated versus other-rated dysfunctional behavior.
引文
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[16]Thau S.,Mitchell M.S.Self-Gain or Self-Regulation Impairment?Tests of Competing Explanations of the Supervisor Abuse and Employee Deviance Relationship through Perceptions of Distributive Justice[J].Journal of Applied Psychology,2010,95(6):1009-1031
[17]Peng C.Y.Psychological Mechanisms Linking Direct and Vicarious Experiences of Abusive Supervision to Employee Deviance[D].Unpublished Master’s Thesis,Michigan State University,2013
[18]孙旭,严鸣,储小平.基于情绪中介机制的辱虐管理与偏差行为[J].管理科学,2014,27(5):69-79
[19]Hershcovis M.S.,Barling J.L.Towards a Multi-Foci Approach to Workplace Aggression:A Meta-Analytic Review of Outcomes from Different Perpetrators[J].Journal of Organizational Behavior,2010,31(1):24-44
[20]Klaussner S.Engulfed in the Abyss:The Emergence of Abusive Supervision as an Escalating Process of Supervisor-Subordinate Interaction[J].Human Relations,2014,67(3):311-332
[21]Tepper B.J.Consequences of Abusive Supervision[J].Academy of Management Journal,2000,43(2):178-190
[22]Lian H.W.,Brown D.J.,Ferris D.L.,et al.Abusive Supervision and Retaliation:A Self-Control Framework[J].Academy of Management Journal,2014,57(1):116-139
[23]Liu J.,Ho K.K.,Wu L.Z.,et al.Abusive Supervision and Subordinate Supervisor-Directed Deviance:The Moderating Role of Traditional Values and the Mediating Role of Revenge Cognitions[J].Journal of Occupational&Organizational Psychology,2010,83(4):835-856
[24]Tepper B.J.,Carr J.C.,Breaux D.M.,et al.Abusive Supervision,Intentions to Quit,and Employees’Workplace Deviance:A Power/Dependence Analysis[J].Organizational Behavior&Human Decision Processes,2009,109(2):156-167
[25]Wang W.,Mao J.,Wu W.,et al.Abusive Supervision and Workplace Deviance:The Mediating Role of Interactional Justice and the Moderating Role of Power Distance[J].Asia Pacific Journal of Human Resources,2012,50(1):43-60
[26]Ogunfowora B.The Consequences of Ethical Leadership:Comparisons with Transformational Leadership and Abusive Supervision[D].Unpublished Master’s Thesis,University of Calgary,2009
[27]Lavelle J.J.,Rupp D.E.,Brockner J.Taking a Multifoci Approach to the Study of Justice,Social Exchange,and Citizenship Behavior:the Target Similarity Model[J].Journal of Management,2007,33(6):841-866
[28]齐奕斐.中国情境下辱虐管理对员工职场偏差行为的影响机制研究[J].南京理工大学硕士学位论文,2014
[29]Harris K.J.,Harvey P.,Harris R.B.,et al.An Investigation of Abusive Supervision,Vicarious Abusive Supervision,and Their Joint Impacts[J].Journal of Social Psychology,2013,153(1):38-50
[30]Gouldner A.The Norm of Reciprocity[J].American Sociological Review,1960,25:161-178
[31]Aquino K.,Tripp T.M.,Bies R.J.Getting even or Moving on?Power,Procedural Justice,and Types of Offense as Predictors of Revenge,Forgiveness,Reconciliation,and Avoidance in Organizations[J].Journal of Applied Psychology,2006,91(3):653-668
[32]Restubog S.L.,Scott K.L.,Zagenczyk T.J.When Distress Hits Home:The Role of Contextual Factors and Psychological Distress in Predicting Employees’Responses to Abusive Supervision[J].Journal of Applied Psychology,2011,96(4):713-729
[33]Mitchell M.S.,Ambrose M.L.Employees’Behavioral Reactions to Supervisor Aggression:An Examination of Individual and Situational Factors[J].Journal of Applied Psychology,2012,97(6):1148-1170
[34]Bandura A.Self-Referent Mechanisms in Social Learning Theory[J].American Psychologist,1979,34:439-441
[35]Skarlicki D.P.,Folger R.Retaliation in the Workplace:The Role of Distributive,Procedural,and Interactional Justice[J].Journal of Applied Psychology,1997,82:434-443
[36]Bradfield M.,Aquino K.The Effects of Blame Attributions and Offender Likableness on Forgiveness and Revenge in the Workplace[J].Journal of Management,1999,25(5):607-631
[37]Hershcovis M.S.,Turner N.,Barling J.,et al.Predicting Workplace Aggression:A Meta-Analysis[J].Journal of Applied Psychology,2007,92(1):228-238
[38]蒋奖,王荣.辱虐管理与下属针对领导的偏差行为:同事行为和惩罚可能性的调节作用[J].中国临床心理学杂志,2012,20(2):214-218
[39]Wang R.,Jiang J.How do Narcissistic Employees Respond to Abusive Supervision:Two Roles of Narcissism in Decreasing Perception and Increasing Deviance[J].Psychological Reports:Employment Psychology&Marketing,2014,115(2):1-9
[40]Burton J.P.,Hoobler J.M.,Kernan M.C.When Research Setting is Important:The Influence of Subordinate Self-Esteem on Reactions to Abusive Supervision[J].Organization Management Journal,2011,8(3):139-150
[41]Dupre K.E.,Inness M.,Connelly C.E.,et al.Workplace Aggression in Teenage Part-Time Employees[J].Journal of Applied Psychology,2006,91(5):987-997
[42]Shoss M.K.,Eisenberger R.,Restubog S.L.,et al.Blaming the Organization for Abusive Supervision:The Roles of Perceived Organizational Support and Supervisor’s Organizational Embodiment[J].Journal of Applied Psychology,2013,98(1):158-168
[43]Aquino K.,Tripp T.M.,Bies R.J.How Employees Respond to Personal Offense:The Effects of Blame Attribution,Victim Status,and Offender Status on Revenge and Reconciliation in the Workplace[J].Journal of Applied Psychology,2001,86(1):52-59
[44]Tepper B.J.,Henle C.A.,Lambert L.S.,et al.Abusive Supervision and Subordinates’Organization Deviance[J].Journal of Applied Psychology,2008,93(4):721-732
[45]Baron R.A.Magnitude of Victim’s Pain Cues and Level of Prior Anger Arousal as Determinants of Adult Aggressive Behavior[J].Journal of Personality and Social Psychology,1971,17:236-243
[46]Ambrose M.L.,Seabright M.A.,Schminke M.Sabotage in the Workplace:The Role of Organizational Injustice[J].Organizational Behavior and Human Decision Processes,2002,89(1):947-965
[47]Molm L.D.The Structure and Use of Power:A Comparison of Reward and Punishment Power[J].Social Psychology Quarterly,1988,51(2):108-122
[48]Tepper B.J.,Moss S.E.,Lockhart D.E.,et al.Abusive Supervision,Upward Maintenance Communication,and Subordinates’Psychological Distress[J].Academy of Management Journal,2007,50(5):1169-1180
[49]Eisenberg N.,Fabes R.A.Empathy:Conceptualization,Assessment,and Relation to Prosocial Behavior[J].Motivation&Emotion,1990,14(1):131-151
[50]Tangney J.P.Recent Advances in the Empirical Study of Shame and Guilt[J].American Behavioral Scientist,1995,38(8):1132-1145
[51]刘雯雯.维、汉中学生内疚、自尊对欺负行为的影响及干预研究[D].西北师范大学硕士学位论文,2012
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