主管情緒管理何時有效？探討主管人際情緒調節對員工負面情緒反應過程之影響

When is emotion management by leaders helpful? Exploring the effects of leader interpersonal emotion regulation on employees’ negative emotion reaction process

許含笑(Han-Hsiao Hsu)

指導教授 ： 彭台光 ； 林鉦棽

義守大學/管理學院/管理碩博士班/博士(2015年)

https://doi.org/10.6343/ISU.2015.00136

摘要

管理團隊成員的情緒是領導者的重要任務，並且對員工績效有關鍵性的影響。過去有關主管與部屬互動中的情緒管理研究，僅著重於主管如何管理自己情緒，較少有研究探討主管如何調節員工情緒，更少有研究檢視主管如何透過對員工的人際情緒調節策略，協助員工改善情緒及降低可能造成的負面影響。目前我們對於主管人際情緒調節所知有限，其中一個原因是現有人際情緒調節的衡量工具以自我情緒調節為基礎發展而成，並不適用。另一個原因是過去研究忽略了人際情緒調節效果的情境特殊性。因此，本研究針對下列問題加以探討：第一，如何測量主管對員工的人際情緒調節？我們試圖釐清主管人際情緒調節策略的內涵與構面，並發展符合信效度的量表。第二，主管協助員工調節情緒何時有效？我們探討面對不同工作事件、不同員工情緒時，主管如何調節員工情緒可以有效緩和員工的負面情緒及行為反應。為回答上述問題，本研究執行兩個研究。研究一主要用來發展主管不同類型人際情緒調節策略的量表，並進行信效度驗證。結果顯示，主管人際情緒調節可區分為引導型及關懷型兩類。研究二主要探討工作事件、負面情緒、反生產力行為及工作績效之間的關係，並且驗證主管使用不同的人際情緒調節策略對上述關係的調節效果。為避免共同方法變異的問題，我們分兩個時間點從主管與員工兩個來源蒐集資料，並以多層次模式進行假設驗證。研究結果發現，員工的工作負荷越高，向內的負面情緒越高；而人際衝突越高，向外的負面情緒越高。另外，向外的負面情緒越高，對他人的不當對待行為越高。在調節效果方面，主管的引導型人際情緒調節會弱化工作負荷與員工向內的負面情緒的正向關係；而關懷型人際情緒調節策略會弱化人際衝突與員工向外的負面情緒的正向關係。再者，引導型人際情緒調節策略會弱化員工向內的負面情緒與工作績效的負向關係；而關懷型人際情緒調節策略會弱化員工向外的負面情緒與對他人的不當對待行為的正向關係，也會弱化員工向外的負面情緒與工作績效的負向關係。最後，針對上述研究結果提出理論及實務的貢獻與建議。

關鍵字

主管人際情緒調節策略 ； 負面情緒 ； 情感事件 ； 反生產力行為 ； 工作績效

並列摘要

Managing members’ emotion is an important task of a leader and is critical in affecting member performance. There have been studies addressing emotional issues in the context of leader and member interactions. This line of research focuses more on leader’s own emotional management than on how a leader regulates members’ emotion, and much less on how a leader employs strategies to mitigate subordinates’ negative emotion to assist them to decrease possible negative outcomes. A review of the extant literature suggests two problems associated with our limited understanding of leader emotional strategies. First, the measures adopted to measure interpersonal emotional regulation strategies are fundamentally based on self-emotional management, indicating a validity issue. Second, current studies have largely ignored the contextual specifics relevant to the effectiveness of interpersonal emotion management. Accordingly, this present research purports to answer two questions. The first is how to measure the construct of leader interpersonal emotional regulation strategies? We clarified its conceptual domain and dimensions, and develop a valid scale. The second question is when are the said strategies effective? We delved into how the strategies work under different affective events and subordinate emotions to mitigate negative emotions and behavioral responses. We employed two studies. Study 1 develops a scale of leader emotion management strategies and validates its validity. The results indicated that leader interpersonal emotion regulation strategies can be categorized as change-facilitating and care-giving. Study 2 examines the relationships between work events, employee negative emotions, and counterproductive behavior and job performance with leader emotional management strategies as a moderator. To minimize common method variance, we collected data from employees and their supervisors at two points in time. The results showed that the more the employees experienced work overload, the more likely they developed inward-focused emotion, whereas the more the employees perceived interpersonal conflict, the more likely they felt outward-focused emotion. Moreover, the more the employees felt outward-focused emotion, the more likely they performed abuse against others. The results also supported the moderating role of interpersonal emotion regulation strategies. We found that change-facilitating weakens the positive relationship between work overload and inward-focused emotion, whereas care-giving weakens the positive relationship between interpersonal conflict and outward-focused emotion. Furthermore, change-facilitating mitigates the negative relationship between inward-focused emotion and job performance, whereas care-giving mitigates the positive relationship between outward-focused emotion and abuse against others and the negative relationship between outward-focused emotion and job performance. Implications of the findings for theory and practice are addressed.

並列關鍵字

leader interpersonal emotion regulation strategy ； negative emotion ； affective events ； counterproductive work behavior ； job performance

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