Liu Yingyan, Zhang Zaisheng, Zhao Heng, Liu Li
College of Management and Economics, Tianjin University, 300072 Tianjin, PR China.
Curr Psychol. 2022 Nov 3:1-13. doi: 10.1007/s12144-022-03845-x.
Since the beginning of 2020, coronavirus disease has broken out globally, large-scale work and production have stopped, causing employees to experience emotional exhaustion, and home offices have greatly exacerbated employees' deviant behavior. Leadership practices can actively influence employees' workplace behaviors and can prevent employees' passiveness and drain on their mental health. Based on the perspective of attribution theory, this article explores the influence of differential leadership on emotional exhaustion and deviant behavior in internal/external control employees. This survey's subjects were employees working in Tianjin, Beijing, Shanghai. Using the Questionnaire Star, the online platform of the Marketing Research Office of Peking University, and "snowball" methods, 357 questionnaires were collected. This study found that care and communication have no significant effect on deviance. Promotion & rewards significantly reduced interpersonal deviance but had no significant effect on organizational deviance. Tolerance & trust significantly improved interpersonal deviance but had no significant effect on organizational deviance. Employees with a high locus of control (internal control) could more easily control their emotions and reduce interpersonal deviance than employees with a low locus of control (external control) but this had no moderating effect on organizational deviance. The research shows that leaders should regularly care for and encourage each employee within their department, guide employees to recognize the organizational environment, establish an "insider" team, improve work efficiency, and incentivize "outsider" efforts. Subsequent studies can observe and capture employees' emotions and subconscious behaviors through interviews and experiments to ensure the accuracy of the data.
The online version contains supplementary material available at 10.1007/s12144-022-03845-x.
自2020年初以来，新冠疫情在全球爆发，大规模工作和生产停滞，导致员工出现情绪耗竭，而居家办公极大地加剧了员工的越轨行为。领导行为能够积极影响员工的工作场所行为，并能防止员工消极怠工及其心理健康的消耗。基于归因理论的视角，本文探讨差异化领导对内控/外控型员工情绪耗竭和越轨行为的影响。本调查的对象是在天津、北京、上海工作的员工。利用北京大学市场研究室的在线平台问卷星以及“滚雪球”方法，收集了357份问卷。本研究发现，关怀与沟通对越轨行为没有显著影响。晋升与奖励显著减少了人际越轨行为，但对组织越轨行为没有显著影响。宽容与信任显著改善了人际越轨行为，但对组织越轨行为没有显著影响。内控倾向高（内控型）的员工比内控倾向低（外控型）的员工更容易控制自己的情绪并减少人际越轨行为，但这对组织越轨行为没有调节作用。研究表明，领导者应定期关怀和鼓励部门内的每一位员工，引导员工认识组织环境，建立“内部人”团队，提高工作效率，并激励“外部人”努力。后续研究可以通过访谈和实验观察并捕捉员工的情绪和潜意识行为，以确保数据的准确性。
网络版包含可在10.1007/s12144-022-03845-x获取的补充材料。
