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首页> 外文期刊>Journal of Applied Psychology >When Are Transgressing Leaders Punitively Judged? An Empirical Test
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When Are Transgressing Leaders Punitively Judged? An Empirical Test

机译：何时对过犯的领导人进行惩罚？实证检验

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摘要

Using Hollander's (1958) idiosyncrasy credit theory of leadership as the theoretical backdrop, we examined when and why organizational leaders escape punitive evaluation for their organizational transgressions. In a sample of 162 full-time employees, we found that leaders who were perceived to be more able and inspirationally motivating were less punitively evaluated by employees for leader transgressions. These effects were mediated by the leaders' LMX (leader-member exchange) with their employees. Moreover, the tendency of leaders with higher LMX to escape punitive evaluations for their transgressions was stronger when those leaders were more valued within the organization. Finally, employees who punitively evaluated their leaders were more likely to have turnover intentions and to psychologically withdraw from their organization. Theoretical and practical implications associated with relatively understudied leader-transgression dynamics are discussed.
机译：以霍兰德（1958）的领导特质信用理论作为理论背景，我们研究了组织领导何时以及为何逃避对组织违法行为的惩罚性评估。在162名全职员工的样本中，我们发现，对于领导者的过犯，那些认为自己更有能力和启发性动机的领导者对员工的惩罚性评价较低。这些影响是通过领导者与员工的LMX（领导者与成员之间的交流）来实现的。此外，当那些领导者在组织中受到更多重视时，具有较高LMX的领导者越过对其违规行为进行惩罚性评估的趋势就越强。最后，惩罚性地评估领导者的员工更有可能产生离职意图，并在心理上退出其组织。讨论了与相对未被充分了解的领导者-越界动力学相关的理论和实践意义。

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