打是亲骂是爱？辱虐管理的冲动型和战略型诱发机理及其对员工工作结果的影响

Leaders in an organization have an important impact on employee performance, team performance and organizational operation by influencing employees' work attitude, motivation and work engagement. However, in the context of China, there is a very negative leadership behavior -- abusive supervision, that is, leaders’ verbal and non-verbal hostile behaviors towards subordinates, excluding physical contact (Tepper, 2000). Surveys show that about 50 percent of Chinese employees say they have been affected by abusive supervision. Despite its prevalence, the study concludes, with the exception of specific studies, that abusive supervision has a very negative impact on both individuals and organizations. The prevalence of abusive supervision in China and its negative impacts mean that understanding the key causes and mechanisms underlying the occurrence of abusive supervision is very important for preventing its occurrence, weakening its negative effects on employees and organizations, and improving the competitiveness of Chinese enterprises. Based on the impulse-reflective social behavior model proposed by Strack and Deutsch (2004), this paper aims to distinguish between impulsive and strategic abusive supervision and to explore the different mechanisms and boundary conditions of the impacts of these two different kinds of abusive supervision on employees' work outcomes. This project mainly includes three parts: (1) distinguishing between impulsive and strategic abusive supervision; (2) exploring different antecedents and boundary conditions for impulsive and strategic abuse respectively; (3) exploring different mechanisms and boundary conditions of the impacts of impulsive and strategic abusive supervision on employees' work-related outcomes. Through these three studies, this project hopes to not only make theoretical contributions to the research field of abusive supervision but also provide insights for the effective prevention and management of abusive supervision in China.

在中国情境下，普遍存在一种非常负面的领导行为---辱虐管理，即领导者对下属表现出的语言或非语言性的敌意行为（Tepper, 2000）。研究显示辱虐管理对员工个人和组织都会产生非常负面的影响。这意味着理解辱虐领导行为的诱发机理对于预防和应对辱虐管理，减弱其对员工和组织的负面影响和提高中国企业的竞争力具有很重要的社会和实践意义。本课题旨在以Strack和Deutsch（2004）提出的冲动-反思社会行为模型为基础，区分冲动型与战略型辱虐管理。具体而言，本项目主要包括三个部分：（1）区分冲动型和战略型辱虐管理；（2）探讨领导者辱虐管理行为的冲动与战略诱发机理和边界条件；（3）探讨冲动型与战略型辱虐管理行为对员工工作结果影响的不同路径与边界条件。通过这三个研究，本项目希望在为辱虐管理研究领域做出理论贡献的同时，为在中国情境下有效预防和应对辱虐管理提供借鉴。

辱虐管理的分类以及对领导者的影响探索。该项目以辱虐管理在组织中非常普遍但是又有诸多非常负面的影响为背景和出发点，旨在探索到底为什么辱虐管理在有这么多负面效应的情况下，还能如此普遍。这个项目从理论上把辱虐管理区分为冲动和战略性辱虐，实证上开发了相关量表并且从领导者的角度探索了两类辱虐管理对于领导者的目标实现和接下来支持性领导行为的影响。该项目进行了三个研究，第一个研究开发了冲动辱虐和战略辱虐的量表，并且通过收集的157名员工的数据验证了量表的效度。第二个研究通过经验取样调查法收集到的来自于81个被试的数据点验证了数据模型。第三个研究通过经验取样收集到的来自于217个被试的967个数据点重复验证了数据模型。该研究内容发现领导者对下属做出的辱虐行为确实会由于冲动或者战略机制产生，进而出现冲动辱虐或者战略辱虐两种分类。这两类不同的辱虐对领导者的目标实现和接下来的支持性领导行为的影响也不同。具体而言，冲动辱虐会通过削弱领导者的目标实现进而减少其接下来的支持性领导行为；战略辱虐会通过正向影响领导者的目标实现进而增加其接下来的支持性领导行为，这种正面的效应对于能力比较强的下属会更加明显。该研究项目对于识别工作场所中不同种类的辱虐管理领导行为以及对其进行预防有重要的科学意义。