领导人际情绪调节策略对员工工作投入影响的研究
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摘要
现有研究较少探讨领导情绪调节策略对员工工作投入的影响。本文运用Gross人际情绪调节策略理论构建一个调节性中介模型,以探讨一定工作压力背景下领导通过情绪调节对员工工作投入的影响。研究表明变革型领导运用不同的情绪调节策略对员工的工作投入影响有显著差异:先行关注情绪调节策略能引导和激发下属的积极情绪并提升员工的工作投入,而反应关注情绪调节策略可能导致下属消极情绪进而负面影响员工工作投入。同时,这些影响会随工作压力的变化而变化。研究成果不仅丰富了领导行为对员工影响的研究成果,而且拓展了人际情绪调节理论的应用。
How can leaders use appropriate emotional regulation strategies to improve employee engagement? The existing research is less discussed. This paper applies Gross' s theory of interpersonal emotion regulation strategy to build a regulatory mediation model to explore the influence of leaders on employees' work engagement through emotional regulation under certain work pressure. Studies have shown that transformational leadership use different emotion regulation strategies influence on employee's job involvement has significant differences: first fccusing on emotion regulation strategies can lead and motivate the subordinates to positive emotions and improve employees' job involvement, and reaction on adjusting strategy could lead to subordinates negative emotions, in turn, negative influence employee job involvement, at the same time, these effects also changes over the stress of work.The research results not only enrich the research results on the influence of leadership on the behavior of subordinates, but also expand the application of the theory of interpersonal emotion regulation.
How can leaders use appropriate emotional regulation strategies to improve employee engagement? The existing research is less discussed. This paper applies Gross' s theory of interpersonal emotion regulation strategy to build a regulatory mediation model to explore the influence of leaders on employees' work engagement through emotional regulation under certain work pressure. Studies have shown that transformational leadership use different emotion regulation strategies influence on employee's job involvement has significant differences: first fccusing on emotion regulation strategies can lead and motivate the subordinates to positive emotions and improve employees' job involvement, and reaction on adjusting strategy could lead to subordinates negative emotions, in turn, negative influence employee job involvement, at the same time, these effects also changes over the stress of work.The research results not only enrich the research results on the influence of leadership on the behavior of subordinates, but also expand the application of the theory of interpersonal emotion regulation.
引文
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[26] 王振宏,郭德俊.Gross情绪调节过程与策略研究述评[J].心理科学进展,2003(6):629.
[27] 张静,宋继文,郑晓明,等.基于调节性中介模型的领导与下属特质正念对工作投入的影响研究.管理学报,2018(11):1629.
[28] EPITROPAKI O,MARTIN R.The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification[J].Leadership Quarterly,2005,16(4):569.
[29] JUNG D,YAMMARINO F J,JIN K L.Moderating role of subordinates' attitudes on transformational leadership and effectiveness:a multi-cultural and multi-level perspective[J].Leadership Quarterly,2009,20(4):586.
[30] SCHAUFELI W B,SALANOVA M,GONZáLEZ-ROMá V,et al.The measurement of engagement and burnout:a two sample confirmatory factor analytic approach[J].Journal of Happiness Studies,2002,3(1):71.
[31] IVANCEVICH J M,MATTESON M T.Optimizing human resources:a case for preventive health and stress management[J].Organizational Dynamics,1980,9(2):5.
[32] 欧小庆.员工工作压力与个人绩效的关系研究:基于成都地区四大国有商业银行一线员工的实证分析[D].成都:西南财经大学,2010:47.
[33] 姜艳艳.领导风格、工作压力与工作满意度的关系研究[D].成都:西南财经大学,2013:65.
[34] BARON R M,KENNY D A.The moderator-mediator variable distinction in social psychological research:conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,2007,51(6):595.
[35] AIKEN L S,WEST S G.Multiple regression:testing and interpreting interactions[M].London:SAGE Publications,1991:14.
[2] SCHAUFELI W B,BAKKER A B.Job demands,job resources,and their relationship with burnout and engagement:a multi-sample study[J].Journal of Organizational Behavior,2004,25(3):293.
[3] 翁清雄,杨惠,曹先霞.科研人员职业成长、工作投入与工作绩效的关系[J].科研管理,2017(6):144.
[4] 冯镜铭,刘善仕.领导者情感的研究述评.外国经济与管理,2018(2):93.
[5] HUMPHREY R H,ASHFORTH B E,DIEFENDORFF J M.The bright side of emotional labor[J].Journal of Organizational Behavior,2015,36(6):749.
[6] NIVEN K,TOTTERDELL P,HOLMAN D.A classification of controlled interpersonal affect regulation strategies[J].Emotion,2009,9(4):498.
[7] GROSS J.The emerging field of emotion regulation:an integrative review[J].Review of General Psychology,1998,2(3):271.
[8] WILLIAMS M.Building genuine trust through interpersonal emotion management:a threat regulation model of trust and collaboration across boundaries[J].The Academy of Management Review,2007,32(2):595.
[9] LITTLE L M,KLUEMPER D,NELSON D L,et al.Development and validation of the interpersonal emotion management scale[J].Journal of Occupational and Organizational Psychology,2011,85(2):407.
[10] C?Té S,VAN KLEEF G A,SY T.The social effects of emotion regulation in organizations[M].New York:Routledge/Taylor & Francis Group,2013,79.
[11] C?Té S.Emotional intelligence in organizations[J].Annual Review of Organizational Psychology and Organizational Behavior,2014,1(1):459.
[12] BASS B M.Leadership and performance beyond expectations[M].Leadership and performance beyond expectations,New York:Free Press,1985:34.
[13] CONNELLY S,RUARK G.Leadership style and activating potential moderators of the relationships among leader emotional displays and outcomes[J].Leadership Quarterly,2010,21(5):745.
[14] BONO J E,HANNAH JACKSON F,G,et al.Workplace emotions:the role of supervision and leadership[J].Journal of Applied Psychology,2007,92(5):1357.
[15] JOHNSON S K.I second that emotion:effects of emotional contagion and affect at work on leader and follower outcomes[J].Leadership Quarterly,2008,19(1):1.
[16] HACKMAN M Z,HILLS M J,FURNISS A H,et al.Perceptions of gender-role characteristics and transformational and transactional Leadership Behaviours[J].Perceptual and Motor Skills,1992,75(1):311.
[17] BASU R,GREEN S G.Leader-member exchange and transformational leadership:an empirical examination of innovative behaviors in leader-member dyads[J].Journal of Applied Social Psychology,2006,27(6):477.
[18] 李磊,尚玉钒,席酉民,等.变革型领导与下属工作绩效及组织承诺:心理资本的中介作用[J].管理学报,2012(5):685.
[19] TIMS M,BAKKER A B,XANTHOPOULOU D.Do transformational leaders enhance their followers' daily work engagement?[J].The Leadership Quarterly,2011,22(1):121.
[20] 于博,刘新梅.变革型领导对员工工作态度的直接和间接影响研究[J].现代管理科学,2015(11):57.
[21] 李超平,孟慧,时勘.变革型领导对组织公民行为的影响[J].心理科学,2006(1):175.
[22] 仲理峰,王震,李梅,等.变革型领导、心理资本对员工工作绩效的影响研究[J].管理学报,2013(4):536.
[23] 孙建国,田宝.变革型领导及其对创新文化的影响[J].管理评论,2006(5):15.
[24] FREDRICKSON B,COHN M,COFFEY K,et al.Open hearts build lives:positive emotions,induced through loving-kindness meditation,build consequential personal resources[J].Journal of Personality and Social Psychology,2008,95(5):1045.
[25] 王桢,陈乐妮,李旭培.变革型领导与工作投入:基于情感视角的调节中介模型[J].管理评论.2015(9):120.
[26] 王振宏,郭德俊.Gross情绪调节过程与策略研究述评[J].心理科学进展,2003(6):629.
[27] 张静,宋继文,郑晓明,等.基于调节性中介模型的领导与下属特质正念对工作投入的影响研究.管理学报,2018(11):1629.
[28] EPITROPAKI O,MARTIN R.The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification[J].Leadership Quarterly,2005,16(4):569.
[29] JUNG D,YAMMARINO F J,JIN K L.Moderating role of subordinates' attitudes on transformational leadership and effectiveness:a multi-cultural and multi-level perspective[J].Leadership Quarterly,2009,20(4):586.
[30] SCHAUFELI W B,SALANOVA M,GONZáLEZ-ROMá V,et al.The measurement of engagement and burnout:a two sample confirmatory factor analytic approach[J].Journal of Happiness Studies,2002,3(1):71.
[31] IVANCEVICH J M,MATTESON M T.Optimizing human resources:a case for preventive health and stress management[J].Organizational Dynamics,1980,9(2):5.
[32] 欧小庆.员工工作压力与个人绩效的关系研究:基于成都地区四大国有商业银行一线员工的实证分析[D].成都:西南财经大学,2010:47.
[33] 姜艳艳.领导风格、工作压力与工作满意度的关系研究[D].成都:西南财经大学,2013:65.
[34] BARON R M,KENNY D A.The moderator-mediator variable distinction in social psychological research:conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,2007,51(6):595.
[35] AIKEN L S,WEST S G.Multiple regression:testing and interpreting interactions[M].London:SAGE Publications,1991:14.