Jekyll and Hyde leadership: Examining the direct and vicarious experiences of abusive and ethical leadership through a justice variability lens.
研究提出，直接上级的伦理领导会加剧其虐待行为对员工情绪耗竭和工作绩效的负面影响，且这种效应在员工替代经历上级与更高级经理的互动时同样存在，通过公正不确定性和连接纽带有效性不确定性两种机制解释。
experiences of abusive supervision and ethical leadership. Conceptualizing the simultaneous display of abusive and ethical leadership styles as a form of justice variability, we suggest that a direct supervisor's ethical leadership exacerbates, rather than ameliorates, the detrimental effects of his/her abusive supervision on employees' emotional exhaustion and job performance. We further contend that a similar effect exists when employees vicariously experience leadership interactions involving their direct supervisor and higher level manager, whereby higher level managers' ethical leadership exacerbates the negative effects of their abusive supervision toward supervisors on those supervisors' employees' emotional exhaustion and job performance. We draw the contrast between the direct and vicarious experiences by theorizing justice uncertainty and linking-pin effectiveness uncertainty, respectively, as two distinct theoretical mechanisms that explain the two proposed destructive effects. Using a multisource and multiphase lagged field study and two vignette-based experiments, we find general support for our model. Our research advances the theories of justice variability, vicarious leadership and (in)justice, and supervisors' linking-pin role effectiveness. We also offer practical insights for managing "Jekyll and Hyde" leadership across organizational hierarchies. (PsycInfo Database Record (c) 2025 APA, all rights reserved).