Bono Joyce E, Foldes Hannah Jackson, Vinson Gregory, Muros John P
Department of Psychology, University of MinnesotaMinneapolis 55455, USA.
J Appl Psychol. 2007 Sep;92(5):1357-67. doi: 10.1037/0021-9010.92.5.1357.
In this experience sampling study, the authors examined the role of organizational leaders in employees' emotional experiences. Data were collected from health care workers 4 times a day for 2 weeks. Results indicate supervisors were associated with employee emotions in 3 ways: (a) Employees experienced fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers; (b) employees with supervisors high on transformational leadership experienced more positive emotions throughout the workday, including interactions with coworkers and customers; and (c) employees who regulated their emotions experienced decreased job satisfaction and increased stress, but those with supervisors high on transformational leadership were less likely to experience decreased job satisfaction. The results also suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.
在这项经验取样研究中，作者考察了组织领导者在员工情绪体验中的作用。数据收集自医护人员，为期2周，每天4次。结果表明，主管与员工情绪存在三方面关联：（a）与同事和客户互动相比，员工与主管互动时体验到的积极情绪更少；（b）具有高变革型领导风格主管的员工在整个工作日中体验到更多积极情绪，包括与同事和客户的互动；（c）进行情绪调节的员工工作满意度下降且压力增加，但具有高变革型领导风格主管的员工不太可能出现工作满意度下降的情况。结果还表明，情绪调节对压力的影响具有长效性（长达2小时），且不易因领导行为而减轻。
