高处不胜寒?领导工作场所孤独感的多层次双刃剑效应

Lonely at the top?Exploring the multi-level double-edged sword effect of leader workplace loneliness

在组织中,由于存在权力和地位差异等因素,领导者往往难以获得充分的人际关系满足,孤独成为领导者这一群体的普遍体验。事实上,领导者的工作场所孤独感不仅会对领导者自身产生一系列影响,且还具有独特的社会功能,会给团队及其追随者带来后续影响。然而,目前组织管理领域有关孤独感的文献主要集中于探讨员工的工作场所孤独感,罕有研究考察领导工作场所孤独感究竟会造成何种影响。并且,现有研究普遍只关注孤独感的消极效应,缺乏对其潜在积极效应的挖掘。因此,本文将通过3个子研究,结合多层次、多理论、多研究方法的全景研究范式,全面考察领导工作场所孤独感的双刃剑效应及其机制。本研究不仅可以丰富和拓展工作场所孤独感的理论体系,也能为企业发挥领导工作场所孤独感的积极作用与抑制其负面效应提供管理启示。

In organizations,it is often difficult for leaders to obtain intimate interpersonal relationships due to factors such as power and status differences.Hence,workplace loneliness becomes a common experience for leaders.In fact,workplace loneliness not only exerts influence on leaders themselves,but it also impacts the team and followers.However,the current literature has primarily focused on employees’rather than leaders’workplace loneliness.Moreover,most of them predominantly focused on the negative effects of loneliness yet provided limited insights on the positive side of workplace loneliness from a leader’s perspective.Drawing on a full-cycle research framework consisting of multi-level perspectives,multi-theory,and multi-method,we propose three studies that explore the double-edged sword effects of leader workplace loneliness at different levels.This research not only broadens and advances the state of science on loneliness at work,but also has practical implications for organizations to maximize the positive effects while minimizing the negative effects of workplace loneliness.