{"title":"我做错了什么:领导者如何及何时反思并从滥用监督中恢复过来?","authors":"Zhe Zhang, Xinyi Chen, Xingze Jia","doi":"10.1177/10596011241253088","DOIUrl":null,"url":null,"abstract":"Although prior studies have begun to focus on how employees recover from abusive supervision experiences, how leaders ruminate on and recover from their abusive supervision remains unclear. On the basis of cognitive theories of rumination, we propose that abusive supervision is linked to two forms of rumination after work (i.e., affect-focused rumination and problem-solving pondering), which subsequently influence leaders’ next-day work engagement. Specifically, we suggest that affect-focused rumination and problem-solving pondering will hinder and facilitate leaders’ next-day work engagement, respectively. We also identify the past focus and future focus of leaders as moderators in the relationship between abusive supervision and the two forms of rumination. Using an experience sampling methodology for 10 workdays with data from 59 leaders, we find that leaders’ abusive supervision hinders their next-day work engagement through affect-focused rumination, which is aggravated by past focus and mitigated by future focus. However, the problem-solving pondering path is not supported. We conclude by discussing the theoretical and practical implications of our findings and proposing future research directions.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":"81 1","pages":""},"PeriodicalIF":4.0000,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"I Did Something Wrong: How and When Leaders Ruminate and Recover from Their Abusive Supervision\",\"authors\":\"Zhe Zhang, Xinyi Chen, Xingze Jia\",\"doi\":\"10.1177/10596011241253088\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Although prior studies have begun to focus on how employees recover from abusive supervision experiences, how leaders ruminate on and recover from their abusive supervision remains unclear. On the basis of cognitive theories of rumination, we propose that abusive supervision is linked to two forms of rumination after work (i.e., affect-focused rumination and problem-solving pondering), which subsequently influence leaders’ next-day work engagement. Specifically, we suggest that affect-focused rumination and problem-solving pondering will hinder and facilitate leaders’ next-day work engagement, respectively. We also identify the past focus and future focus of leaders as moderators in the relationship between abusive supervision and the two forms of rumination. Using an experience sampling methodology for 10 workdays with data from 59 leaders, we find that leaders’ abusive supervision hinders their next-day work engagement through affect-focused rumination, which is aggravated by past focus and mitigated by future focus. However, the problem-solving pondering path is not supported. We conclude by discussing the theoretical and practical implications of our findings and proposing future research directions.\",\"PeriodicalId\":48143,\"journal\":{\"name\":\"Group & Organization Management\",\"volume\":\"81 1\",\"pages\":\"\"},\"PeriodicalIF\":4.0000,\"publicationDate\":\"2024-05-07\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Group & Organization Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1177/10596011241253088\",\"RegionNum\":2,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Group & Organization Management","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1177/10596011241253088","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
I Did Something Wrong: How and When Leaders Ruminate and Recover from Their Abusive Supervision
Although prior studies have begun to focus on how employees recover from abusive supervision experiences, how leaders ruminate on and recover from their abusive supervision remains unclear. On the basis of cognitive theories of rumination, we propose that abusive supervision is linked to two forms of rumination after work (i.e., affect-focused rumination and problem-solving pondering), which subsequently influence leaders’ next-day work engagement. Specifically, we suggest that affect-focused rumination and problem-solving pondering will hinder and facilitate leaders’ next-day work engagement, respectively. We also identify the past focus and future focus of leaders as moderators in the relationship between abusive supervision and the two forms of rumination. Using an experience sampling methodology for 10 workdays with data from 59 leaders, we find that leaders’ abusive supervision hinders their next-day work engagement through affect-focused rumination, which is aggravated by past focus and mitigated by future focus. However, the problem-solving pondering path is not supported. We conclude by discussing the theoretical and practical implications of our findings and proposing future research directions.
期刊介绍:
Group & Organization Management (GOM) publishes the work of scholars and professionals who extend management and organization theory and address the implications of this for practitioners. Innovation, conceptual sophistication, methodological rigor, and cutting-edge scholarship are the driving principles. Topics include teams, group processes, leadership, organizational behavior, organizational theory, strategic management, organizational communication, gender and diversity, cross-cultural analysis, and organizational development and change, but all articles dealing with individual, group, organizational and/or environmental dimensions are appropriate.