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?

IF 4 2区 管理学 Q2 MANAGEMENT
Zhe Zhang, Xinyi Chen, Xingze Jia
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引用次数: 0

摘要

尽管之前的研究已经开始关注员工如何从滥用监督的经历中恢复过来,但领导者如何反刍并从滥用监督的经历中恢复过来仍不清楚。基于反刍的认知理论,我们提出,辱骂性监督与两种形式的下班后反刍(即以情感为重点的反刍和以解决问题为重点的思考)有关,这两种反刍会影响领导者第二天的工作投入。具体来说,我们认为以情感为重点的反刍和以解决问题为重点的思考会分别阻碍和促进领导者第二天的工作投入。我们还发现,领导者过去的关注点和未来的关注点也是影响滥用性监督与这两种形式的反刍之间关系的调节因素。通过对 59 名领导者 10 个工作日的数据进行经验取样,我们发现领导者的滥用性监督会通过以情感为中心的反刍阻碍他们第二天的工作投入,而过去的关注会加重这种反刍,未来的关注则会减轻这种反刍。然而,解决问题的思考路径却不被支持。最后,我们讨论了研究结果的理论和实践意义,并提出了未来的研究方向。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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.
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来源期刊
CiteScore
8.40
自引率
12.50%
发文量
71
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.
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