Many workers experience organization dysfunction stemming from leaders. Yet organization members have limited responses; they can directly or indirectly confront senior leaders, engage individual stress coping strategies, or leave the organization. We offer another response by theorizing auxiliary routines as behavioral sequences through which multiple actors coordinate responses to complex and enduring socioemotional dynamics that threaten to undermine the enactment of standard operating task routines. Through a qualitative, inductive study of a consulting firm, we delimit three auxiliary routines—absorption, dissemination, and differentiation—through which people navigate between the destructiveness of organizational toxicity and the need to perform given roles and tasks. We illustrate how these routines emerged in response to role and psychological diminishment originating from senior leaders, how the routines helped manage and sometimes perpetuate diminishment, and the consequences for individuals’ personal agency and the organization-as-a-whole. In doing so, we contribute to knowledge about coping with toxic organizational conditions and on routines as a facet of emotional capability in organizations.

中文翻译：

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为个人代理导航空间：作为有毒组织适应的辅助程序

许多员工都经历过领导者带来的组织功能障碍。然而，组织成员的反应有限；他们可以直接或间接地与高层领导面对面，采用个人压力应对策略，或者离开组织。我们通过将辅助程序理论化为行为序列来提供另一种响应，通过这些行为序列，多个参与者协调对复杂而持久的社会情感动态的反应，这些动态有可能破坏标准操作任务程序的制定。通过对一家咨询公司的定性归纳研究，我们界定了三个辅助程序——吸收、传播和分化——人们通过它们在组织毒性的破坏性和执行特定角色和任务的需要之间导航。我们说明了这些惯例是如何在应对源自高级领导者的角色和心理减弱时出现的，这些惯例如何帮助管理并有时使减弱持续下去，以及对个人的个人能动性和整个组织的后果。在这样做的过程中，我们有助于了解如何应对有害的组织条件以及作为组织中情感能力的一个方面的惯例。