毒性领导作为一种领导者阴暗面中的消极领导风格之一，一经提出便引起学者的广泛关注，但纵观以往的研究成果，对下属如何打破毒三角（即下属如何抵抗毒性领导）研究相对较少。另外，以往研究较多探讨毒性领导的后果时集中于单一维度因素，尚缺少完整行为反应框架涵盖，而下属离开、建言、静守、忽视模型（即EVLN模型）近年来越来越多被应用于领导力领域，这一模型的优势在于较以往单一维度结果更能多方面涵盖下属可能采取的多样行为反应，有利于研究者分析衡量。故本研究将下属离开、建言、静守、忽视行为作为结果变量，用以探讨毒性领导与EVLN模型之间的关系及毒性领导与EVLN模型之间的关系如何产生。负性领导风格往往会导致下属心理安全感降低，进而产生反生产行为、离职等消极行为。同时，下属常以一种带有“偏见”的归因方式对领导者进行解读，这会使下属忽略工作过程中其他因素的作用，从而影响下属的心理状态和行为选择。但目前尚未有研究从机制层面理清内在影响机制。

本研究中，采用问卷调查法，对毒性领导、心理安全感及下属反应之间的关系进行了分析，结果显示：毒性领导、心理安全感及下属态度行为之间存在显著的两两相关的关系，心理安全感在毒性领导与下属离开之间起中介作用。本文同时对绩效提升动机、伤害施加动机的调节作用进行了研究。研究显示，绩效提升动机、伤害施加动机在毒性领导与下属态度行为之间呈显著的调节作用。

其中，绩效提升动机负向调节毒性领导与下属离开、下属忽视之间的关系，下属绩效提升动机越高，在毒性领导下，下属越会具有较低离开和忽视水平；绩效提升动机正向调节毒性领导与下属建言、下属静守之间的关系，下属绩效提升动机越高，在毒性领导下，下属越会具有较高的建言和静守水平。伤害施加动机正向调节毒性领导与下属离开、下属忽视之间的关系，下属伤害施加动机越高，在毒性领导下下属越会具有较高离开和忽视水平；伤害动机负向调节毒性领导与下属建议、下属静守之间的关系，下属伤害动机越高，在毒性领导下下属越会具有较低的建言和静守水平。

本研究发现，高绩效提升动机的下属和低伤害动机的下属，能够在工作中有更佳的表现，也能够有效地“抵消”毒性领导对组织的损害。面对外部市场环境的复杂多变性，企业往往很难第一时间发现并自我彻底消除毒性领导的背景下需要培养具有高绩效提升动机的下属，并为那些渴望脱颖而出的管理人才成长搭建更多平台，通过组织内部的不断“新陈代谢”，将毒性领导对组织的不利影响降到最低。本文研究有助于揭开毒性型领导对下属反应的影响及对下属反应影响的过程机制，从而进一步拓展领导风格、心理安全感以及下属可能采取的行为反应之间的关系的相关研究视角，从而解释毒性领导是如何影响下属采取行为反应的机制。

Toxic leadership, as one of the negative leadership styles in the dark side of leaders, has attracted wide attention from scholars as soon as it was put forward, but through a survey of previous research results, there are relatively few studies on how subordinates break the toxic triangle (that is, how subordinates resist toxic leadership). In addition, previous studies focused on a single dimension factor when discussing the consequences of toxic leadership, and lack a complete behavioral response framework. However, the model of subordinates' departure, voice behavior, silence and neglect (i.e. EVLN model) has been increasingly applied in the field of leadership in recent years. The advantage of this model is that compared with the previous results of a single dimension, it can more comprehensively cover the diverse behavioral responses that subordinates may take, which is conducive to the analysis and measurement of researchers. Therefore, this study takes subordinates' departure, voice behavior, static persistence and neglect behavior as the result variables to explore the relationship between toxic leadership and EVLN model and how to generate the relationship between toxic leadership and EVLN model. Negative leadership style often leads to the reduction of psychological security, and then produces negative behaviors such as counterproductive production behavior and dimission. At the same time, subordinates often interpret leaders in a "biased" attribution way, which will make subordinates ignore the role of other factors in the work PROCESS, thus affecting subordinates' mental state and behavior choice. But at present, there is no research to clarify the internal influencing mechanism from the mechanism level.

In this study, questionnaire survey was used to analyze the relationship between toxic leadership, psychological security and subordinates' reactions. The results showed that there was a significant pomerwise correlation between toxic leadership, psychological security and subordinates' attitudes and behaviors. Psychological security played an intermediary role in the relationship between toxic leadership and subordinates' departure. At the same time, the moderating effects of performance enhancement motivation and injury infliction motivation are studied. The research shows that performance promotion motivation and hurtful motivation have significant moderating effects on the relationship between toxic leadership and subordinates' attitudes and behaviors.

Among them, performance promotion motivation negatively moderates the relationship between toxic leadership, subordinates' leaving and subordinates' neglect. The higher subordinates' performance promotion motivation is, the lower subordinates' leaving and neglect level will be under toxic leadership. Performance improvement motivation positively moderates the relationship between toxic leadership, subordinates' voice behavior and subordinates' static behavior. The higher subordinates' performance improvement motivation is, the higher subordinates' voice behavior and static behavior level will be under toxic leadership. The motivation to inflict harm positively moderates the relationship between toxic leadership, subordinates' leaving and neglect. The higher the motivation to inflict harm, the higher the level of subordinates' leaving and neglect under toxic leadership. Injury motivation negatively moderates the relationship between toxic leadership, subordinates' suggestions and subordinates' static adherence. The higher the subordinates' injury motivation is, the lower the subordinates' voice behavior and static adherence level will be under toxic leadership.

This study finds that subordinates with high performance promotion motivation and subordinates with low injury motivation can have better performance in work and can effectively "offset" the damage of toxic leadership to the organization. In the face of the complex external market environment, it is often difficult for enterprises to find and completely eliminate toxic leadership in the first time. Under this background, it is necessary to cultivate subordinates with high performance promotion motivation and build more platforms for the growth of management talents who are eager to stand out. Through the continuous "metabolism" within the organization, the adverse impact of toxic leadership on the organization can be minimized. This study is helpful to uncover the influence of toxic leadership on subordinates' reactions and the PROCESS mechanism of its influence on subordinates' reactions, so as to further expand the perspective of relevant research on the relationship between leadership style, psychological security and subordinates' possible behavioral reactions, so as to explain how toxic leadership is the mechanism of subordinates' behavioral reactions.