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在不当行为中考虑个人需求:同情心在塑造观察者对领导宽容反应中的作用

Considering personal needs in misdeeds: The role of compassion in shaping observer reactions to leader leniency.

Journal of Applied Psychology · 2024
被引 3
人大 A+FT50ABS 4*

中文导读

研究发现,当领导对员工不当行为表现宽容时,观察者通常认为不公平并减少支持;但如果违规者因不可控的个人困境(如家庭问题)而犯错,观察者的同情心会减轻这种不公平感,从而缓和负面反应。

Abstract

Although punishment deters misconduct, protects employees from harm, and maintains cooperation in organizations, not all leaders punish-some are lenient. Employees keenly watch leaders' responses to misconduct. Leniency is often judged as unfair because it violates moral principles of justice, motivating observers to withhold support to leaders. Our research shifts the conversation to explain how moral consideration of offenders factors into the sensemaking of leaders' leniency that influences observer reactions. Perceptions of offender personal need (distress from the offender's personal life that is outside their control) raise observers' humanitarianism, which is reflected in compassion. Compassion elicited from offender personal need motivates observers to reduce the distress from the situation, lessening the unfairness of the leniency and punitive reactions to the leader. Three experiments demonstrated that leniency elicited unfairness that reduced support to leaders; observers' perceptions of offender personal need moderated the effects of leniency, reducing its unfairness and punitive reactions to leaders. In Studies 2 and 3, we found that compassion mediated the moderating effects of offender personal need. Only distress from personal need that is inflicted onto offenders (i.e., other-inflicted personal need), compared to distress from work performance need (Study 2) and self-inflicted personal need (Study 3), elicited compassion that lessened the unfairness of leniency. Study 3 also showed that self-inflicted personal need elicited contempt for the offender, which mediated the moderating effect of self-inflicted personal need, bolstering the unfairness of leniency and lessening support to lenient leaders. Implications to theory and practice are presented. (PsycInfo Database Record (c) 2025 APA, all rights reserved).

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