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Harmful Leader Behaviors: Toward an Increased Understanding of How Different Forms of Unethical Leader Behavior Can Harm Subordinates
Journal of Business Ethics ( IF 6.331 ) Pub Date : 2021-06-28 , DOI: 10.1007/s10551-021-04864-7
Juliana Guedes Almeida 1 , Deanne N Den Hartog 1 , Annebel H B De Hoogh 1 , Vithor Rosa Franco 2 , Juliana Barreiros Porto 3
Affiliation  

Research on unethical leadership has predominantly focused on interpersonal and high-intensity forms of harmful leader behavior such as abusive supervision. Other forms of harmful leader behavior such as excessively pressuring subordinates or acting in self-centered ways have received less attention, despite being harmful and potentially occurring more frequently. We propose a model of four types of harmful leader behavior (HLB) varying in intensity (high vs low) and orientation (people/relationships or tasks/goals): Intimidation, Lack of Care, Self-Centeredness, and Excessive Pressure for Results. We map out how these relate to other constructs in the unethical leader behavior field in order to integrate the existing work on how leaders can cause harm to followers. Next, in five studies (N = 35, N = 218, N = 352, N = 160, N = 1921 in 196 teams), we develop and test a new survey instrument measuring the four proposed types of perceived HLB. We provide initial validity evidence for this new measure, establish its psychometric properties, and examine its nomological network by linking the four types of HLB to related leadership constructs and soft and hard outcome correlates at the individual and team level. We find that HLB is negatively related to constructive forms of leadership (e.g., ethical and transformational) and positively to unethical ones (e.g., abusive supervision). HLB is also related in the expected direction to job satisfaction, engagement, psychological safety, knowledge sharing, knowledge hiding, deviance, and objectively recorded team-level stress-related absenteeism.



中文翻译:

有害的领导行为:加深对不同形式的不道德领导行为如何伤害下属的理解

对不道德领导的研究主要集中在人际关系和高强度形式的有害领导行为上,例如滥用监督。其他形式的有害领导行为,例如对下属施加过度压力或以自我为中心的方式行事,尽管有害并且可能更频繁地发生,但很少受到关注。我们提出了四种类型的有害领导行为 (HLB) 的模型,强度(高与低)和方向(人/关系或任务/目标)不同:恐吓、缺乏关怀、自我中心和对结果的过度压力。我们绘制出这些与不道德领导者行为领域中其他结构的关系,以便整合关于领导者如何对追随者造成伤害的现有工作。接下来,在五项研究中(N  = 35,N  = 218, N  = 352, N  = 160, N = 196 个团队中的 1921 个),我们开发并测试了一种新的调查工具,用于测量四种建议的 HLB 类型。我们为这项新措施提供了初步有效性证据,建立了它的心理测量特性,并通过将四种 HLB 类型与相关领导力结构以及个人和团队层面的软硬结果相关联来检查其法则网络。我们发现 HLB 与建设性领导形式(例如,道德的和变革型的)呈负相关,而与不道德的领导形式(例如,虐待监督)呈正相关。HLB 还与工作满意度、敬业度、心理安全、知识共享、知识隐藏、偏差和客观记录的团队级压力相关缺勤率的预期方向相关。

更新日期:2021-06-29
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