Department of Management.
Department of Management and Marketing.
J Appl Psychol. 2019 Jul;104(7):946-964. doi: 10.1037/apl0000387. Epub 2019 Jan 14.
Drawing from theories of attribution and perception, we posit that employees who are victims of rudeness are themselves (inappropriately) evaluated by leaders as being interpersonally deviant. We further theorize that employees who are themselves rude to others at work are evaluated negatively, but not when they have high-quality relationships with leaders or are seen as high performers. We tested our predictions across 4 studies. Our first study included 372 leader-follower pairs. Our second study extended to dyadic interactions among employees by using an employee roster method, resulting in paired data from 149 employees (2,184 dyads) across 5 restaurant locations. Our third and fourth studies utilized a policy-capturing design in which individuals provided performance evaluations for fictitious employees. We find that victims of rudeness are viewed by leaders as deviant, and that leaders are less likely to perceive rude employees as deviant when these perpetrators are seen as having high levels of leader-member exchange (LMX) or performance. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
从归因和感知理论出发，我们假设受到粗鲁对待的员工会被领导（不恰当地）认为是人际行为异常的。我们进一步推断，在工作中对他人无礼的员工会受到负面评价，但如果他们与领导关系良好或被视为绩效高的员工，则不会受到负面评价。我们在 4 项研究中检验了我们的预测。第一项研究包括 372 对领导-下属。第二项研究通过使用员工名册法扩展到员工之间的二元互动，从而在 5 个餐厅地点获得了 149 名员工（2184 对）的配对数据。第三和第四项研究采用了一种政策捕捉设计，其中个人为虚构员工提供绩效评估。我们发现，被粗鲁对待的员工会被领导视为行为异常，而当这些肇事者被认为具有较高的领导-成员交换（LMX）或绩效时，领导不太可能将粗鲁的员工视为行为异常。（PsycINFO 数据库记录（c）2019 APA，保留所有权利）。
