EMOTION HELPERS: THE ROLE OF HIGH POSITIVE AFFECTIVITY AND HIGH SELF‐MONITORING MANAGERS
研究发现，拥有管理责任且高自我监控或高积极情感的人更可能主动为同事提供情绪帮助，而低积极情感或低自我监控者则较少提供帮助，无论其管理职位高低。
Who provides help to employees suffering anxiety and emotional pain in organizations? From an interactionist perspective, we anticipated that increasing levels of managerial responsibility would unlock discretionary helping behavior related to differences in self‐monitoring and positive affectivity. Results from a study of 94 members of a recruitment firm confirmed that those active in providing emotional help to others in the workplace tended to possess a combination of managerial responsibility and a high self‐monitoring or high positive affectivity disposition. By contrast, when members were low in positive affect or self‐monitoring they provided less emotional help to others, irrespective of the level of managerial responsibility. These interaction results remained significant after taking into account centrality in friendship and workflow networks, as well as significant effects of gender.