领导者在火线上大笑:从情感孔径的角度看领导者在回答关键问题时的笑声。

IF 9.4 1区 心理学 Q1 MANAGEMENT
Journal of Applied Psychology Pub Date : 2024-08-01 Epub Date: 2024-01-25 DOI:10.1037/apl0001178
David Cheng, Lu Wang, Rajiv K Amarnani, Xi Wen Chan
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引用次数: 0

摘要

领导者经常会陷入在追随者面前驳斥批评性问题的尴尬境地。为了帮助处理这种情况,领导者有时会发出笑声,希望以此来 "润滑 "他们之间的互动,减少人们对他们咄咄逼人或与批评者对抗的看法。具有讽刺意味的是,领导者的笑声可能会适得其反,在目睹的追随者眼中,领导者的友善和平易近人会大打折扣。在本文中,我们从情感孔径的角度出发,研究了两种看似矛盾的理论观点,即笑声对目睹者眼中领导者的热情和效率的潜在影响。对 2,012 名成年人进行的九项研究结果表明,领导者的笑声--即使是短暂的笑声--会提高还是降低领导者的有效性,这取决于一个重要的偶然因素:提问者是否分享了领导者的笑声。未分享的笑声会削弱领导者的表面热情,从而降低领导者的有效性;而分享的笑声则会增强领导者的表面热情,从而提高领导者的有效性。我们讨论了情绪表达、领导事件以及领导者感知和影响力等方面的文献意义。(PsycInfo Database Record (c) 2024 APA, 版权所有)。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Leaders laughing in the line of fire: An emotional aperture perspective on leader laughter in response to critical questions.

Leaders are frequently put in the difficult position of repudiating critical questions in front of their followers. To help manage this situation, leaders sometimes express laughter in the hopes that it will "lubricate" their interaction and reduce perceptions that they are aggressive or confrontational with the critical questioner. Ironically, leaders' laughter may backfire by diminishing their apparent friendliness and approachability in the eyes of the witnessing followers. In this article, we employ an emotional aperture perspective to examine two seemingly contradictory theoretical perspectives regarding the potential impact of laughter on the witnessing followers' perception of a leader's warmth and effectiveness. Findings from nine studies across 2,012 adults show that leader laughter-even expressed briefly-bolsters or damages leader effectiveness depending on one important contingency: whether the leader's laughter is shared by the questioner. Unshared laughter reduces leader effectiveness by undermining leaders' apparent warmth, while shared laughter increases leader effectiveness by enhancing leaders' apparent warmth. We discuss implications for the literature on emotion expression, leadership events, and leader perception and influence. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

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来源期刊
CiteScore
17.60
自引率
6.10%
发文量
175
期刊介绍: The Journal of Applied Psychology® focuses on publishing original investigations that contribute new knowledge and understanding to fields of applied psychology (excluding clinical and applied experimental or human factors, which are better suited for other APA journals). The journal primarily considers empirical and theoretical investigations that enhance understanding of cognitive, motivational, affective, and behavioral psychological phenomena in work and organizational settings. These phenomena can occur at individual, group, organizational, or cultural levels, and in various work settings such as business, education, training, health, service, government, or military institutions. The journal welcomes submissions from both public and private sector organizations, for-profit or nonprofit. It publishes several types of articles, including: 1.Rigorously conducted empirical investigations that expand conceptual understanding (original investigations or meta-analyses). 2.Theory development articles and integrative conceptual reviews that synthesize literature and generate new theories on psychological phenomena to stimulate novel research. 3.Rigorously conducted qualitative research on phenomena that are challenging to capture with quantitative methods or require inductive theory building.
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