【作者】 周颖；

【导师】 张明玉；

【作者基本信息】 北京交通大学 ， 企业管理， 2025， 硕士

【摘要】 近年来,各类职场压榨事件被频繁曝光,剥削型领导已然成为组织行为领域研究的焦点问题。剥削型领导以侵占下属资源、压制员工职业发展、操纵员工情感价值为典型特征,从认知和情感两方面影响员工行为。目前,剥削型领导的研究仍处于起步阶段。尽管现有研究关注了其行为的直接危害,但并未深入挖掘这种负面领导行为在团队中滋生出的群体情感氛围,以及这种氛围的缓冲和催化作用,尤其是员工如何在剥削环境中形成或互助或偷懒的集体选择,其中介机制和边界条件仍需进一步研究。本研究基于社会信息加工理论与社会交换理论,立足团队层面,深入探讨领导行为如何从认知与情绪双重路径对员工行为产生影响,构建了“剥削型领导—群体共情—员工行为”的理论模型。先以预调研优化量表,再展开正式调研,收集到来自99个团队的507份有效问卷,使用SPSS、AMOS软件进行实证分析和假设检验。本文的研究结论为:(1)剥削型领导对员工行为具有显著的双重影响。既抑制员工间自发性的帮助行为,又助长时间偷窃行为,揭示了在不平等的领导成员关系下,员工会减少组织公民行为,并实施低偏差行为以进行自我补偿。(2)群体共情呈现双刃剑传导效应。一方面群体共情能够为员工提供情感支持,缓解剥削对互助行为的直接破坏;另一方面团队成员在被剥削的环境中,会基于共同受害体验形成集体认知,间接助推时间偷窃行为蔓延。(3)文化认知框架塑造行为边界。在低权力距离团队中,剥削行为更易激发群体共情并引发非正式抵抗,而在高权力距离团队里,团队成员受制于等级观念认知,会将剥削行为合理化,不易产生共情情绪。在理论层面,本研究验证了剥削型领导在组织中对员工行为的影响机制,立足团队层面,丰富了剥削型领导的结果变量;解构了群体共情的双向功能,表明其双刃剑效应;还揭示了文化认知框架和领导行为间的动态博弈。在实践层面,本研究提示各类企业应警惕剥削型领导带来的负面影响,对领导者展开多视角立体化评价,及时发现并干预负向领导行为,根据团队权力距离这一文化特性采取差异化的管理策略,并引导团队成员搭建伙伴支持网络,发挥群体共情的积极效用,互相鼓励并及时转化消极情绪,充分提升组织韧性。更多还原

【Abstract】 From the frequently exposed workplace oppression incidents,exploitative leadership has become a focus issue in the field of organizational behavior.Exploitative leadership is characterized by appropriating subordinate resources,suppressing employees’career development and manipulating employees’emotional value,which influences employees’behaviors from both cognitive and emotional paths.At present,exploitative leadership is still an emerging form of negative leadership,and its research is still in its infancy.Although existing research has paid attention to the direct harm of their behaviors,there is still a lack of in-depth analysis on the buffering and catalytic effects of group emotion.Guided by social information processing theory and social exchange theory,this research explores the impacts of exploitative leadership through dual pathways.The study establishes an explanatory model of“exploitative leader-group empathy-employee behavior”.The data are collected through questionnaire survey,and the scale is optimized by pre-survey,and then 507 employees from 99 teams are formally investigated.SPSS,AMOS and other software were used for data analysis,and hierarchical regression analysis and Bootstrap method were used for hypothesis testing.The research conclusions are as follows:(1)The dual effects of exploitative leadership on employee behavior.It not only inhibits the spontaneous helping behavior among employees,but also encourages the time stealing behavior,which reveals that under the unequal leader-member relationship,employees will reduce organizational citizenship behavior and implement low-deviation behavior to compensate themselves.(2)Group empathy presents a double-edged sword transmission effect.It provides emotional support for employees,maintains the team collaboration network,and alleviates the direct damage of exploitation to mutual assistance behaviors.Besides,team members form collective cognition based on common victimization experience,which indirectly promotes the spread of time theft.(3)Cultural cognitive framework shapes behavioral boundaries.In teams with low power distance,exploitative behaviors are more likely to stimulate group empathy and trigger informal resistance,while in teams with high power distance,team members are constrained by hierarchical cognition,so they will rationalize exploitative behaviors and are less likely to generate empathy.At the theoretical level,this study verifies the influence mechanism of exploitative leadership on employee behavior in the organization,and enriches the outcome variables of exploitative leadership based on the team level.It deconstructs the two-way function of group empathy and shows its double-edged sword effect.It also reveals the dynamic game between cultural cognitive framework and leadership behavior.At the practical level,this study suggests that all kinds of enterprises should be alert to the negative impact of exploitative leadership,carry out multi-perspective three-dimensional evaluation of leaders,timely detect and intervene in negative leadership behaviors,adopt differentiated management strategies according to the cultural characteristics of team power distance,guide team members to build partner support network,and give play to the positive effect of group empathy.Encourage each other and timely transform negative emotions to fully enhance organizational resilience.更多还原