Whereas a plethora of research investigated subordinates who accept their leaders’ influence attempts (i.e., those who follow), we focus here on the reversed perspective, namely subordinates who decide not to follow their leaders’ requests. For example, a subordinate may intentionally lower their effort, regularly pass-off work tasks to colleagues, or take the leader for a fool. The purpose of the present study was to develop a conceptual account of this phenomenon. More specifically, we aimed to develop a classification of subordinate resistance as perceived by leaders that can guide future research on this multifaceted phenomenon. To achieve this goal, we conducted 40 semi-structured interviews with organizational leaders. We utilized topic modeling to map out five categories of subordinate resistance (i.e., entitlement, contact seeking/avoiding, effort minimization, emotionally fluctuating communication, and undermining team cohesion). In a second study (N = 1,229), we investigated the frequency with which leaders experienced each category of resistance, and explored leader-related antecedents (demographics, cognitive ability, personality) we well as situational antecedents (industry). We discuss a proposed nomological net of subordinate resistance, consequences that subordinates (and leaders) might face when engaging in (experiencing) subordinate resistance, and how the person–situation debate may contribute to understanding when subordinate resistance occurs.

虽然大量研究调查了接受领导者影响力尝试的下属（即追随者），但我们在这里关注的是相反的观点，即决定不遵循领导者要求的下属。例如，下属可能会故意降低自己的努力程度，经常将工作任务推给同事，或者把领导当成傻子。本研究的目的是对这一现象进行概念性的解释。更具体地说，我们的目标是对领导者所感知的下属阻力进行分类，以指导未来对这种多方面现象的研究。为了实现这一目标，我们对组织领导者进行了 40 次半结构化访谈。我们利用主题建模来绘制五类下级阻力（即权利、寻求/避免联系、努力最小化、沟通情绪波动以及破坏团队凝聚力）。在第二项研究（N = 1,229）中，我们调查了领导者经历每一类阻力的频率，并探讨了与领导者相关的前因（人口统计、认知能力、个性）以及情境前因（行业）。我们讨论了拟议的下属抵抗法理网络、下属（和领导者）在参与（经历）下属抵抗时可能面临的后果，以及人与情境的辩论如何有助于理解下属抵抗发生时的情况。并探讨了与领导者相关的前因（人口统计、认知能力、个性）以及情境前因（行业）。我们讨论了拟议的下属抵抗法理网络、下属（和领导者）在参与（经历）下属抵抗时可能面临的后果，以及人与情境的辩论如何有助于理解下属抵抗发生时的情况。并探讨了与领导者相关的前因（人口统计、认知能力、个性）以及情境前因（行业）。我们讨论了拟议的下属抵抗法理网络、下属（和领导者）在参与（经历）下属抵抗时可能面临的后果，以及人与情境的辩论如何有助于理解下属抵抗发生时的情况。