Managerial supplication and counterproductive work behavior: Do sadness, political skill and emotional intelligence matter?

IF 3.3 3区 管理学 Q1 INDUSTRIAL RELATIONS & LABOR
Galit Meisler
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引用次数: 0

Abstract

Purpose

Can managerial supplication lead subordinates to engage in undesirable work behavior? What role, if any, do negative emotions play in this process? Are there factors that moderate these emotions and their harmful implications? Relying on the affective events theory, the current study investigated these questions using a moderated mediation model in which: (a) perceived managerial supplication elicited sadness that resulted in counterproductive work behavior and (b) political skill and emotional intelligence moderated these relationships.

Design/methodology/approach

The moderated mediation model was tested using a sample of 167 employees. The data were collected in three waves.

Findings

Perceived managerial supplication was positively related to subordinates' sadness and both dimensions of counterproductive work behavior, namely, organizational and interpersonal counterproductive work behavior. Moreover, sadness was positively related to both dimensions of counterproductive work behavior and mediated the relationships between perceived supplication and these two undesirable outcomes. Nevertheless, contrary to our expectations, all moderation effects included in our model were insignificant.

Practical implications

Human resource departments should implement training programs to develop the awareness of their managers about the harmful consequences of perceived supplication, encouraging them to use other behaviors with subordinates.

Originality/value

This study is the first to (a) suggest and validate the view that subordinates' perceptions about their managers' use of supplication can result in undesirable work behavior and (b) demonstrate that sadness, an emotion that is not associated with the tendency to express external aggression, can lead employees to engage in counterproductive work behavior toward both their organizations and colleagues.

管理者的祈求与适得其反的工作行为:悲伤、政治技巧和情商重要吗?
目的 管理者的祈求会导致下属做出不良工作行为吗?消极情绪在这一过程中扮演了什么角色(如果有的话)?是否有因素可以缓和这些情绪及其有害影响?本研究以情感事件理论为基础,采用调节中介模型对这些问题进行了研究:(设计/方法/途径:本研究使用 167 名员工的样本对调节中介模型进行了测试。结果感知到的管理者祈求与下属的悲伤情绪以及两个维度的反生产性工作行为(即组织反生产性工作行为和人际反生产性工作行为)呈正相关。此外,悲伤情绪与两个维度的反生产性工作行为都呈正相关,并在感知到的支持与这两种不良结果之间起到了中介作用。然而,与我们的预期相反,我们的模型中包含的所有调节效应都不显著。实际意义人力资源部门应实施培训计划,提高管理人员对感知到的祈求的有害后果的认识,鼓励他们对下属使用其他行为。原创性/价值本研究首次提出并验证了以下观点:下属对管理者使用祈求的感知会导致不良工作行为;(b)证明了悲伤这种与表达外部攻击倾向无关的情绪会导致员工对其组织和同事采取适得其反的工作行为。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Personnel Review
Personnel Review Multiple-
CiteScore
7.10
自引率
7.70%
发文量
133
期刊介绍: Personnel Review (PR) publishes rigorous, well written articles from a range of theoretical and methodological traditions. We value articles that have high originality and that engage with contemporary challenges to human resource management theory, policy and practice development. Research that highlights innovation and emerging issues in the field, and the medium- to long-term impact of HRM policy and practice, is especially welcome.
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