This study investigates the within-domain exacerbation phenomenon in relation to employees’ perception of their supervisors’ leadership behaviors. This phenomenon proposes that exposure to supervisors relying on a combination of destructive leadership behaviors (DLB; operationalized as petty tyranny) and constructive leadership behaviors (CLB; operationalized as transformational leadership) should have more negative consequences on followers’ levels of thriving and behavioral empowerment than exposure to supervisors relying more exclusively on DLB or CLB. This phenomenon was tested using a person-centered mixture regression approach with a sample of 2104 Canadian employees from a police organization. Three profiles of employees were identified, representing those exposed to moderately transformational (mostly CLB), destructive (mostly DLB), and inconsistent (CLB and DLB) supervisors. Members of the inconsistent profile displayed the lowest levels of thriving and behavioral empowerment, followed by members of the destructive profile, and finally by members of the moderately transformational profile. Results also suggest that the inability to determine if a supervisor is more destructive or constructive might explain the within-domain exacerbation phenomenon. Indeed, in the inconsistent profile, leadership clarification seemed beneficial for employees. Increases in DLB resulted in a matching increase in empowered behaviors centered on the group and organization, while increases in CLB resulted in increases in thriving and empowered behaviors centered on individual performance.

本研究调查了与员工对其主管的领导行为的感知有关的域内加剧现象。这种现象表明，暴露于依赖破坏性领导行为（DLB；以小暴政运作）和建设性领导行为（CLB；以变革型领导运作）相结合的监督者，对追随者的蓬勃发展和行为授权水平的负面影响应该大于暴露于更完全依赖DLB或CLB的主管。使用以人为中心的混合回归方法对这种现象进行了测试，并从一个警察组织中抽取了2104名加拿大员工作为样本。确定了三个员工档案，代表那些经历了适度转型的员工（主要是CLB），破坏性（主要是DLB）和不一致的（CLB和DLB）主管。不一致的档案成员的兴旺表现和行为授权水平最低，其次是破坏性档案成员，最后是中度转型档案成员。结果还表明，无法确定主管是否更具破坏性或建设性，这可能解释了域内恶化现象。确实，在前后矛盾的情况下，澄清领导对员工似乎是有益的。DLB的增加导致以团队和组织为中心的授权行为的匹配增长，而CLB的增加导致以个人绩效为中心的欣欣向荣的行为的增长。