50 The Influences of Leaders’ Negative Implicit Followership Theories on Employees’Work Behaviors: A DualPathway Model immediate behavioral outcomes of affective experiences; cognition-driven behaviors are outcomes influenced by job-evaluative judgments (Brief and Weiss, 2002). Past literature indicates that both customer-service behaviors and altruistic behavior toward colleagues are both affect-driven and cognition-driven (e.g., Frazier and Fainshmidt, 2012; George, 1991; Yang, Simon, Wang, and Zheng, 2016). Therefore, we propose a theoretical framework in which two psychological processes—an emotional process and a work cognition process—are involved in the relationships between leaders NIFTs and employees’ work outcomes. First, we argue that leaders’ NIFTs may increase leaders’ manifestation of hostile behaviors (e.g., abusive supervision), resulting in employees’ negative moods. Employees with negative moods would be unwilling to provide customers with good service or to offer colleagues assistance. Second, we argue that leaders’ NIFTs may affect employees’ psychological empowerment—an important cognition reflecting their work roles and intrinsic motivation (Simonet, Narayan, and Nelson, 2015; Spreitzer, 1995). Leaders’ NIFTs may damage the social exchange relationships between the supervisors and subordinates, resulting in employees’ perception of low-quality LMX, which in turn decreases employees’ cognition of psychological empowerment. The employees with low psychological empowerment cannot spontaneously provide flexible service to a given customer and may constrain their own performance of extra-role behaviors like altruistic behavior toward colleagues. To further explain the aforementioned emotional process and the work-cognition process, we respectively adopt Affective Events Theory (AET) and psychological empowerment theory to examine our theoretical model in the following sections. Overall, the current study makes two key contributions. First, prior studies have emphasized the influences that leaders’ PIFTs—not leaders’ NIFTs—have on employees (cf. Junker and Van Dick, 2014). By examining two distinct psychological processes (i.e., an emotional process and a work-cognition process) extending from leaders’ NIFTs to employees’ service performance and altruistic behaviors, our current study expands the nomological network of this research field. Second, prior studies have stressed the effects of leaders’ IFTs on their direct subordinates, but have not yet explored the trickle-down effect of IFTs on customers or the spillover effect of IFTs on colleagues. The moods, service, and cooperative behaviors exhibited by frontline service employees represent the public image and competitiveness of their employing organizations. If frontline service employees are unhappy or are not empowered to address customers’ needs and offer
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