According to social information processing theory and conservation of resource theory, we examine whether and how authoritarian-benevolent leadership influences employees’ proactive work behaviors (PWBs) and unethical pro-organizational behaviors (UPBs). Study 1, a survey of 351 participants, revealed that authoritarian-benevolent leadership was positively related to LMX ambivalence, and that LMX ambivalence was negatively related to employees’ PWBs as well as UPBs. Further, the results showed that LMX ambivalence mediated the relationship between authoritarian-benevolent leadership and employees’ PWBs as well as UPBs. We (...) also found that dialectical thinking negatively moderated the effect of authoritarian-benevolent leadership on employee LMX ambivalence. Study 2, using manipulations in the form of scenarios, examined the mediating effect of LMX ambivalence linking authoritarian-benevolent leadership with employees’ PWBs and UPBs. We discussed the theoretical and practical implications of our findings. (shrink)

该书内容涵盖马克思历史观的思想背景、时代愿望的时代自我阐明、人的感性活动与历史来历、人的现实生存与叙述历史等六部分。.

Integrating norms of reciprocity, affect theory of social exchange, and ambivalence literature, we investigated how leader-member exchange (LMX) ambivalence influences employees’ interpersonal behaviors toward supervisors. Study 1, with a time-lagged field method, revealed that LMX ambivalence was positively related to _both_ employee-rated supervisor-directed helping and deviant behaviors and that such relationships were mediated by emotional ambivalence toward supervisors. We also confirmed the amplification effects of workplace gossip about supervisors (WGS). Specifically, while receiving more positive WGS (PWGS) or less negative WGS (...) (NWGS) could strengthen the positive relationship between emotional ambivalence and supervisor-directed helping behaviors, receiving less PWGS or more NWGS would accentuate the positive effect of emotional ambivalence on supervisor-directed deviant behaviors. Study 2 replicated our results with a scenario-based method and offered evidence for the mediating effect of emotional ambivalence toward supervisors. Study 3 included supervisor-rated helping and deviant behavior and a subjective measure of emotional ambivalence and again confirmed the mediating role of emotional ambivalence. Our findings extend knowledge of the interpersonal consequences of LMX ambivalence. (shrink)