[1] Mackey J. D., Ellen III B. P., Mcallister C. P., et al. The Dark Side of Leadership:A Systematic Literature Review and Meta-Analysis of Destructive Leadership Research[J]. Journal of Business Research, 2021,132:705-718 [2] Schyns B., Schilling J. How Bad Are the Effects of Bad Leaders? A Meta-Analysis of Destructive Leadership and Its Outcomes[J]. Leadership Quarterly, 2013,24(1):138-158 [3] 周芳芳,陆露,张亚军,等. 自利型领导对员工越轨行为的影响:基于认知和情感的双路径研究[J]. 管理评论, 2021,33(7):237-248 [4] 黄杰,唐春勇. 克扣型领导影响员工创意领地行为的条件过程研究[J]. 管理学报, 2020,17(10):1489-1497 [5] Schmid E. A., Verdorfer A. P., Peus C. V. Shedding Light on Leaders' Self-Interest:Theory and Measurement of Exploitative Leadership[J]. Journal of Management, 2019,45(4):1401-1433 [6] Decoster S., Stouten J., Tripp T. M. When Employees Retaliate Against Self-Serving Leaders:The Influence of the Ethical Climate[J]. Journal of Business Ethics, 2021,168(1):195-213 [7] Wu L., Sun Z., Ye Y., et al. The Impact of Exploitative Leadership on Frontline Hospitality Employees' Service Performance:A Social Exchange Perspective[J]. International Journal of Hospitality Management, 2021,96(2):102954 [8] Wang Z., Ren S., Chadee D., et al. The Influence of Exploitative Leadership on Hospitality Employees' Green Innovative Behavior:A Moderated Mediation Model[J]. International Journal of Hospitality Management, 2021,99:103058 [9] Wang Z., Sun C., Cai S. How Exploitative Leadership Influences Employee Innovative Behavior:The Mediating Role of Relational Attachment and Moderating Role of High-Performance Work Systems[J]. Leadership & Organization Development Journal, 2021,42(2):233-248 [10] Guo L., Cheng K., Luo J. The Effect of Exploitative Leadership on Knowledge Hiding:A Conservation of Resources Perspective[J]. Leadership & Organization Development Journal, 2021,42(1):83-98 [11] Hofstede G., Hofstede G. V., Minkoy M. Cultures and Organizations:Software of the Mind[M]. New York:McGraw-Hill, 2010 [12] Zhang Z., Wang M., Shi J. Leader-Follower Congruence in Proactive Personality and Work Outcomes:The Mediating Role of Leader-Member Exchange[J]. Academy of Management Journal, 2012,55(1):111-130 [13] Smith C. A., Lazarus R. S. Emotion and Adaptation[M]//Pervin L. A. (Ed.). Handbook of Personality:Theory and Research. New York:Guilford Press, 1990 [14] Zhang Y., Liu X., Chen W. Fight and Flight:A Contingency Model of Third Parties' Approach-Avoidance Reactions to Peer Abusive Supervision[J]. Journal of Business and Psychology, 2020,35(6):767-782 [15] Robinson S., Bennett R. A Typology of Deviant Workplace Behaviors:A Multidimensional Scaling Study[J]. Academy of Management Journal, 1995,38(2):555-572 [16] Brady D. L., Brown D. J., Liang L. H. Moving Beyond Assumptions of Deviance:The Reconceptualization and Measurement of Workplace Gossip[J]. Journal of Applied Psychology, 2017,102(1):1-25 [17] Bruk-Lee V., Spector P. E. The Social Stressors-Counterproductive Work Behaviors Link:Are Conflicts with Supervisors and Coworkers the Same?[J]. Journal of Occupational Health Psychology, 2006,11(2):145-156 [18] Mills C. Experiencing Gossip:The Foundations for a Theory of Embedded Organizational Gossip[J]. Group & Organization Management, 2010,35(2):213-240 [19] Majeed M., Fatima T. Impact of Exploitative Leadership on Psychological Distress:A Study of Nurses[J]. Journal of Nursing Management, 2020,28(7):1713-1724 [20] Lazarus R. S. Emotion and Adaptation[M]. New York:Oxford University Press, 1991 [21] Cheng B. H., Mccarthy J. M. Understanding the Dark and Bright Sides of Anxiety:A Theory of Workplace Anxiety[J]. Journal of Applied Psychology, 2018,103(5):537-560 [22] Kouchaki M., Desai S. D. Anxious, Threatened, and Also Unethical:How Anxiety Makes Individuals Feel Threatened and Commit Unethical Acts[J]. Journal of Applied Psychology, 2015,100(2):360-375 [23] Mathews A., Macleod C. Selective Processing of Threat Cues in Anxiety States[J]. Behaviour Research and Therapy, 1985,23(5):563-569 [24] Berry C. M., Ones D. S., Sackett P. R. Interpersonal Deviance, Organizational Deviance, and Their Common Correlates:A Review and Meta-Analysis[J]. Journal of Applied Psychology, 2007,92(2):410-424 [25] Smith C. A., Lazarus R. S. Appraisal Components, Core Relational Themes, and the Emotions[J]. Cognition and Emotion, 1993,7(3-4):233-269 [26] Frijda N. H. The Place of Appraisal in Emotion[J]. Cognition & Emotion, 1993,7(3-4):357-387 [27] Ortony A., Clore G. L., Collins A. Cognitive Structure of Emotions[M]. Cambridge:Cambridge University Press, 1988 [28] Lazarus R. S. Progress on a Cognitive-Motivational-Relational Theory of Emotion[J]. American Psychologist, 1991,46(8):819-834 [29] Mccarthy J. M., Trougakos J. P., Cheng B. H. Are Anxious Workers Less Productive Workers? It Depends on the Quality of Social Exchange[J]. Journal of Applied Psychology, 2016,101(2):279-291 [30] 彭秋萍,钟熙,刘善仕,等. 不作为的代价:领导奖励缺失与员工非伦理行为[J]. 管理评论, 2021,33(12):262-271 [31] Xi M., He W., Fehr R., et al. Feeling Anxious and Abusing Low Performers:A Multilevel Model of High Performance Work System and Abusive Supervision[J]. Journal of Organizational Behavior, 2022,43(1):91-111 [32] Aquino K., Reed A. The Self-Importance of Moral Identity[J]. Journal of Personality and Social Psychology, 2002,83(6):1423-1440 [33] Shao R., Aquino K., Freeman D. Beyond Moral Reasoning:A Review of Moral Identity Research and Its Implications for Business Ethics[J]. Business Ethics Quarterly, 2008,18(4):513-540 [34] Mitchell M. S., Vodel R. M., Folger R. Third Parties' Reactions to the Abusive Supervision of Coworkers[J]. Journal of Applied Psychology, 2015,100(4):1040-1055 [35] Mulder L. B., Aquino K. The Role of Moral Identity in the Aftermath of Dishonesty[J]. Organizational Behavior and Human Decision Processes, 2013,121(2):219-230 [36] Reynolds S. J., Ceranic T. L. The Effects of Moral Judgment and Moral Identity on Moral Behavior:An Empirical Examination of the Moral Individual[J]. Journal of Applied Psychology, 2007,92(6):1610-1624 [37] Zheng X., Qin X., Liu X., et al. Will Creative Employees Always Make Trouble? Investigating the Roles of Moral Identity and Moral Disengagement[J]. Journal of Business Ethics, 2019,157(3):653-672 [38] Rest J. R. Moral Development:Advances in Research and Theory[M]. New York:Praeger, 1986 [39] Vadera A. K., Pathki C. S. Competition and Cheating:Investigating the Role of Moral Awareness, Moral Identity, and Moral Elevation[J]. Journal of Organizational Behavior, 2021,42(8):1060-1081 [40] Gan C. Ethical Leadership and Unethical Employee Behavior:A Moderated Mediation Model[J]. Social Behavior and Personality, 2018,46(8):1271-1283 [41] Duan J., Wang X., Xu Y., et al. Why and How Manager Promotive and Preventive Psychological Ownership Influence Voice Endorsement[C]. Proceedings of the Academy of Management, 2021 [42] 郝旭光,张嘉祺,雷卓群,等. 平台型领导:多维度结构、测量与创新行为影响验证[J]. 管理世界, 2021,37(1):186-199 [43] Gai P. J., Puntoni S. Language and Consumer Dishonesty:A Self-Diagnosticity Theory[J]. Journal of Consumer Research, 2021,48(2):333-351 [44] Brislin R. W. Translation and Content Analysis of Oral and Written Material[M]//Triandis H. C., Berry J. W. (Eds.). Handbook of Cross-Cultural Psychology. Boston:Allyn & Bacon, 1980 [45] Cheng K., Guo L., Luo J. The More You Exploit, the More Expedient I will Be:A Moral Disengagement and Chinese Traditionality Examination of Exploitative Leadership and Employee Expediency[J]. Asia Pacific Journal of Management, 2023,40(1):151-167 [46] Hayes A. F. Introduction to Mediation, Moderation, and Conditional Process Analysis:A Regression-Based Approach[M]. New York:Guilford Press, 2013 [47] Mackinnom D. P., Lockwood C. M., Williams J. Confidence Limits for the Indirect Effect:Distribution of the Product and Resampling Methods[J]. Multivariate Behavioral Research, 2004,39(1):99-128 [48] Podsakoff P. M., Mackenzie S. B., Lee J., et al. Common Method Biases in Behavioral Research:A Critical Review of the Literature and Recommended Remedies[J]. Journal of Applied Psychology, 2003,88(5):879-903 [49] Dormann C., Griffin M. A. Optimal Time Lags in Panel Studies[J]. Psychological Methods, 2015,20(4):489-505 [50] Little T. D., Cunningham W. A., Shahar G., et al. To Parcel or Not To Parcel:Exploring the Question, Weighing the Merits[J]. Structural Equation Modeling, 2002,9(2):151-173 [51] Little T. D., Rhemtulla M., Gibson K., et al. Why the Items versus Parcels Controversy Needn't Be One[J]. Psychological Methods, 2013,18(3):285-300 [52] Tepper B. J. Consequences of Abusive Supervision[J]. Academy of Management Journal, 2000,43(2):178-190 [53] Ferris D. L., Yan M., Lim V. K., et al. An Approach-Avoidance Framework of Workplace Aggression[J]. Academy of Management Journal, 2016,59(5):1777-1800 [54] Taylor S. G., Griffith M. D., Vadera A. K., et al. Breaking the Cycle of Abusive Supervision:How Disidentification and Moral Identity Help the Trickle-Down Change Course[J]. Journal of Applied Psychology, 2019,104(1):164-182 [55] Cheng B., Dong Y., Zhang Z., et al. When Targets Strike Back:How Negative Workplace Gossip Triggers Political Acts by Employees[J]. Journal of Business Ethics, 2022,175(2):289-302 [56] Wu L., Birtch T. A., Chiang F. T., et al. Perceptions of Negative Workplace Gossip:A Self-Consistency Theory Framework[J]. Journal of Management, 2018,44(5):1873-1898 [57] Wu X., Kwan H. K., Wu L., et al. The Effect of Workplace Negative Gossip on Employee Proactive Behavior in China:The Moderating Role of Traditionality[J]. Journal of Business Ethics, 2018,148(4):801-815 [58] Zhou X., Fan L., Cheng C., et al. When and Why do Good People Not Do Good Deeds? Third-Party Observers' Unfavorable Reactions to Negative Workplace Gossip[J]. Journal of Business Ethics, 2021,171(3):599-617 [59] Chang K., Kuo C., Quinton S., et al. Subordinates' Competence:A Potential Trigger for Workplace Otracism[J]. International Journal of Human Resource Management, 2021,32(8):1801-1827 [60] Varty C. T., Barclay L. J., Brady D. L. Beyond Adherence to Justice Rules:How and When Manager Gender Contributes to Diminished Legitimacy in the Aftermath of Unfair Situations[J]. Journal of Organizational Behavior, 2021,42(6):767-784 [61] Mackey J. D., Mcallister C. P., Ellen III B. P., et al. A Meta-Analysis of Interpersonal and Organizational Workplace Deviance Research[J]. Journal of Management, 2021,47(3):597-622 [62] Mitchell M. S., Ambrose M. L. Abusive Supervision and Workplace Deviance and the Moderating Effects of Negative Reciprocity Beliefs[J]. Journal of Applied Psychology, 2007,92(4):1159-1168 [63] Schmid E. A., Verdorfer A. P., Peus C. V. Different Shades-Different Effects? Consequences of Different Types of Destructive Leadership[J]. Frontiers in Psychology, 2018,9(1):1289 [64] Zhang Y., Huang Q., Chen H., et al. The Mixed Blessing of Supervisor Bottom-Line Mentality:Examining the Moderating Role of Gender[J]. Leadership & Organization Development Journal, 2021,42(8):1153-1167 [65] Magee J. C., Galinsky A. D. Social Hierarchy:The Self-Reinforcing Nature of Power and Status[J]. Academy of Management Annals, 2008,2(1):351-398 [66] Shu C., Chiang Y., Lu C. Authoritarian Leadership Supervisor Support and Workers' Compulsory Citizenship Behavior[J]. International Journal of Manpower, 2018,39(3):468-485 |