Symmetrical and asymmetrical outcomes of leader anger expression: A qualitative study of army personnel
通过访谈20名军人，研究领导者愤怒表达在何时被视为有益或有害，发现任务性质（如战斗情境的展示规则）会影响愤怒越过不当性阈值后的结果，并揭示军事中情绪展示规则与规范间的张力导致矛盾态度。
Recent studies have highlighted the utility of anger at work, suggesting that anger can have positive outcomes. Using the Dual Threshold Model, we assess the positive and negative consequences of anger expressions at work and focus on the conditions under which expressions of anger crossing the impropriety threshold are perceived as productive or counterproductive by observers or targets of that anger. To explore this phenomenon, we conducted a phenomenological study ( n = 20) to probe the lived experiences of followers (as observers and targets) associated with anger expressions by military leaders. The nature of task (e.g. the display rules prescribed for combat situations) emerged as one condition under which the crossing of the impropriety threshold leads to positive outcomes of anger expressions. Our data reveal tensions between emotional display rules and emotional display norms in the military, thereby fostering paradoxical attitudes toward anger expression and its consequences among followers. Within this paradoxical space, anger expressions have both positive (asymmetrical) and negative (symmetrical) consequences. We place our findings in the context of the Dual Threshold Model, discuss the practical implications of our research and offer avenues for future studies.