在人类社会迈入信息化时代的同时，我国也处于社会经济快速转型发展时期。可以说，组织及组织中的人正生存于一个变幻莫测的“乌卡时代”（VUCA）。在新的时代背景下，组织中传统的领导方式受到极大的挑战，员工面临的职场竞争和压力与日俱增。尤其是肇始于2020年春节前夕的新冠肺炎疫情，更是加剧了人们的焦虑、恐惧、悲伤、无助等负面情绪。作为一种常见的心理现象，情绪在工作场所原本发挥着理性所不可替代的作用。然而，面对多变的风口、时现的逆境，个体却由于各类情绪问题导致情绪危机日趋严重化。因此，个人及组织如何做好情绪管理成为组织管理面临的诸多新挑战之一。对情绪智力的讨论也再次成为组织管理研究者和实践者需要共同关注的重要课题。

关于情绪智力的研究已经开展近30年。纵观以往文献发现，国内外学者对情绪智力概念模型的讨论、测量工具的开发、情绪智力对效标变量的积极预测效应及其作用机制和边界条件的探索已经取得了较大的进展。然而，总体来看，绝大多数研究均将情绪智力作为一个整合的构念，对情绪智力模型各个分支能力效应的探讨并不深入，对情绪智力黑暗效应的研究尚处于起步阶段，对目前研究中的矛盾结论缺乏有力的解释视角，由此导致在情绪智力实践中更是片面地强调其某一方面（如，情绪敏感）的功能。本研究基于悖论视角，针对情绪敏感的不足，提出了情绪智力维度之一——情绪感知能力的悖论元素——情绪钝感的构念。使用多个子研究设计，采用质性研究和量化研究相结合的方法，通过多渠道收集定性和定量研究数据，构建了情绪钝感的概念和维度，开发并检验了情绪钝感的测量工具，借助法则网络技术考察了情绪钝感的法则网络，并以工作绩效为效标变量探索了情绪钝感影响工作绩效的作用机制，有益补充了情绪智力及悖论在微观层面的研究成果，为个体及团队开展有效的情绪管理实践提供了启示。

为了建立情绪钝感构念的合法性、发现情绪钝感构念的维度，研究一主要采用了质性研究的方法构建了情绪钝感的概念模型。首先，采用思辨法从理论研究和实践价值两个角度讨论情绪钝感构念的合理性。接着，运用定性内容分析法对日本作家渡边淳一的著作《钝感力》进行内容分析，初步探索了情绪钝感可能发挥作用的情境及其可能的维度结构。然后，采用半结构化访谈法，运用扎根理论的三级编码程序，通过“扎根”于对24位来自不同类型的组织，且年龄、职业、身份各异的受访者深度访谈后所获得的一手资料，共形成1189个概念、37个范畴，并归纳为12个主范畴和29个副范畴。依据因果模型建立了主范畴和副范畴之间的关系，发现了核心范畴，建立了情绪钝感的概念模型，为后续研究二开发情绪钝感量表、探索情绪钝感的法则网络以及研究三讨论情绪钝感影响工作绩效的作用机制奠定了基础。

为了编制可供进一步检验情绪钝感与其它变量关系的情绪钝感测量工具，研究二在前期文献积累以及访谈所获得的大量访谈资料基础上，开发并检验了情绪钝感量表。首先，邀请了8位学科专家组成专家小组，使用学科专家问卷调查法对研究一建构的情绪钝感概念模型进行了两轮评判，最终形成情绪钝感构念的五个维度为：滤过力、耐受力、沉静力、化解力和复原力。其次，依据现有文献及访谈记录，编写了情绪钝感量表条目。邀请了5位学科专家组成专家小组对情绪钝感量表的表面效度和内容效度进行了评价。第三，使用问卷调查法分3次收集了两份样本数据，检验了情绪钝感量表的条目质量、信度、构念效度、增加效度、法则效度、效标关联效度以及重测信度，为研究三探索情绪钝感影响工作绩效的作用机制提供了具有良好信效度的情绪钝感量表。

为了从外部寻找相应的构念证据以进一步明晰情绪钝感构念的属性，在研究二中检验情绪钝感量表的法则效度时，结合资源保存理论和情绪认知评价理论，构建了情绪钝感的法则网络。通过理论推演，本研究提出，情绪钝感不仅通过应对方式对幸福感产生积极影响，还会抑制工作家庭冲突对幸福感的负向影响以及工作投入对幸福感的正向影响。但情绪钝感对工作家庭冲突负向影响幸福感和工作投入正向影响幸福感的抑制调节作用是通过应对方式传导的。即，情绪钝感通过应对方式调节了工作家庭冲突和工作投入与幸福感之间的关系。采用研究二编制的情绪钝感量表以及国内外其它成熟量表，以社交平台招募个人志愿者的方式采集了201份样本数据，基于线性回归分析技术，借助SPSS和Mplus统计软件，对情绪钝感的法则网络进行了实证检验，明确了情绪钝感与效标变量之间的关系。

为了考察情绪钝感对结果变量的影响，研究三以工作绩效为效标变量，构建了情绪钝感影响工作绩效（主要是任务绩效）的假设模型。以情绪即社会信息理论为基础，通过理论推导提出，情绪钝感与情感支持呈“过犹不及”的倒U型曲线关系。情绪钝感会通过对情感支持的倒U型影响而对任务绩效产生先促进、后抑制的作用。同时，情绪钝感也会通过对压力知觉的负向影响而对任务绩效产生积极影响。此外，包容型领导是情绪钝感发挥作用的重要情境因素。采用研究二编制的情绪钝感量表以及国内外其它成熟量表，研究三分两次采集了深圳某公司286位员工的样本数据。基于结构方程模型技术，借助SPSS和Mplus统计软件，对这一理论构想进行了实证检验。结果支持了研究假设，进一步明确了情绪钝感影响工作绩效的不同作用机制。

总体而言，本研究取得了以下理论进展：第一，基于悖论视角提出了情绪钝感构念，并检验了情绪钝感影响工作绩效的不同作用机制，打开了情绪智力研究的新视角，丰富了悖论在微观层面的研究成果。第二，开发并检验了情绪钝感量表，为研究情绪智力内在悖论提供了可靠且有效的测量工具。第三，通过深入到维度层面研究情绪智力对工作绩效影响的作用机制，进一步厘清了二者的关系，同时也丰富了情绪即社会信息理论（EASI）的观点。以上研究成果对组织管理实践的启示是：第一，作为情绪敏感的对立面，情绪钝感具有独特优势，但也存在“过犹不及”效应。组织在进行人力资源配置和培训时，应同时关注员工的情绪钝感和情绪敏感。第二，在VUCA时代，为了提升员工的幸福感和工作绩效，组织管理者需要注重发挥员工情绪钝感的价值。第三，包容型领导作用复杂，管理者应结合员工的情绪感知特征及任务情境来决定是否采用包容型领导方式。文章最后讨论了研究存在的不足和局限，并对未来可能的研究方向进行了探讨。

With the arrival of information age, China is in the period of rapid socioeconomic transformation and development. Orgazations and their staff are living in the state of Volatility, Uncertainty, Complexity, and Ambiguity. In the new era, traditional leadership in the organizations has been greatly challenged, and employees are facing increasing workplace competition and pressure. In particular, the COVID-19 epidemic, which started before the Spring Festival in 2020, has intensified people’s negative emotions, such as anxiety, fear, sadness and helplessness. As a common psychological phenomenon, emotions originally play a unique role, which is not irreplaceable by rationality in the workplace. However, when facing volatility and adversity, individual’s emotional crisis caused by various emotional problems becomes more and more serious. Therefore, how organizations and individuals doing well in emotional management becomes one of the new challenges in the organizational management research and practice. The discussion about emotional intelligence has once again become the important topic that the organizational researchers and practitioners need to pay common attention to.

The research on emotional intelligence has been developed for nearly 30 years. Reviewing the previous literature, it is found that great progress has been made in the discussion of the conceptual model of emotional intelligence, the development of measurement tools, and the exploration of the positive predictive effect of emotional intelligence on criterion variables and its mechanisms and boundary conditions. Overall, however, most research considers emotional intelligence as an integrated construct. The exsiting research on the discussion of the effect of the branch ability of emotional intelligence is not in-depth. The research on the dark side of emotional intelligence is just unfolding. The contradictive conclusions in the present research lack of powerful interpretative perpective. The limitations in the emotional intelligence research result in the one-sided emphasis on the functions of one aspect of emotional intelligence (eg. emotional sensitivity) in the practice. Based on the paradox perspective, aiming at the disadvantages of emotional sensitivity, the study proposes emotional insensitivity, which is considered as the paradoxical element of emotional perception ability. Using multiple sub-study design, adopting the combination of qualitative and quantitive research methods, through multi-channel to collect qualitative and quantitive data, the study constructs the concept and dimensions of emotional insensitivity. This study also develops and tests the measurement tool of emotional insensitivity, discusses the nomological network of emotional insensitivity, and explores the mechanism of emotional insensitivity affecting on job performance, which is beneficial to the supplement on the research results of emotional intelligence and paradox in the micro-level, and also provides the enlightenment for the effective emotional management practice.

In order to establish the legitimacy of emotional insensitivity, and to discover its dimensions, Study 1 mainly used qualitative method to construct the hypothetical model of emotional insensitivity. Firstly, the study talked about the reasonability of emotional insensitivity using speculation from both theoretical and practical. Then, the study preliminarily explored the possible situation in which emotional insensitivity played a role, and the dimensional structure of emotional insensitivity through the qualitative content analysis on The Power of Insensitivity which was written by Junichi Watanabe. Secondly, a semi-structured interview was conducted with 24 interviewees from different organizations, with different ages, occupations, and identities, which provided abundant interview materials. The researcher analyzed the qualitative data using Grounded Theory, and obtained 1189 concepts and 37 categories, which were integrated into 12 main categories and 29 sub-categories. According to the paradigm model, the relationships between main categories and sub-categories were established, and the core category was discovered, and then the conceptual model of emotional insensitivity was built. Study 1 laid the theoretical foundation for the subsequent researches, including developing the measurement tool of emotional insensitivity, exploring the nomological network of emotional insensitivity (Study 2), and discussing the mechanisms of emotional insensitivity affecting on job performance (Study 3).

In order to develop a measurement tool of emotional insensitivity for testing the relationship between emotional insensitivity and other variables, Study 2 focused on the development of the emotional insensitivity scale. Firstly, 8 subject matter experts were invited to form expert panel, and the subject expert questionnaire was used to conduct two rounds of evaluation on the conceptual model of emotional insensitivity in Study 1. Eventually, the five dimensions of emotional insensitivity were formed as follows: filtering ability, tolerance ability, calmness ability, defusing ability, and resilience ability. Secondly, according to the existing literature and a large number of materials obtained from the interviews, 40 items for emotional insensitivity were generated. Then we invited 5 subject matter experts to evaluate the surface validity and content validity of the emotional insensitivity scale. Thirdly, using questionnaire survey, two distinct samples were collected in three times. Subsequently, we tested the item quality, reliability, construct validity, nomological validity, criterion validity, and test-retest reliability of the emotional insensitivity scale, which provided the emotional insensitivity scale with good reliability and validity for Study 3.

In order to search the corresponding construct evidence from outside to clarify the attributes of emotional insensitivity, based on Conservation of Resources Theory and Cognitive appraisal theory of emotion, Study 2 constructed the nomological network of emotional insensitivity when testing the nomological validity of the emotional insensitivity scale. Through theoretical deduction, the researcher proposed that emotional insensitivity not only has a positive effect on well-being through coping styles, but also moderates the negative relationship between work-family conflict and well-being, as well as the positive relationship between work engagement and well-being. However, the moderating effects of emotional insensitivity on the relationships between work-family conflict, work engagement and well-being are transmitted through coping styles. That is to say, coping styles mediate the moderating effects of emotional insensitivity on the relationships between work-family conflict, work engagement and well-being. Using the emotional insensitivity scale developed by Study 2 and other mature scales from domestic and overseas, we collected 201 sample data through recruiting volunteers from social platform. Based on Linear Regression, with the aid of SPSS and Mplus, we tested the nomological network of emotional insensitivity, which helps us to clarify the relationship between emotional insensitivity and criterion variables.

In order to examine the effect of emotional insensitivity, Study 3 built a conceptual model of emotional insensitivity impacting on job performance (mainly for task performance). Based on Emotion as Social Information Theory, we proposed that the relationship between emotional insensitivity and emotional support is inverted U-shaped, which means a too-much-of-a-good-thing effect. Emotional insensitivity has both positive effect and negative effect on task performance through the inverted U-shaped effect on emotional support. At the same time, emotional insensitivity also has a positive effect on task performance through the negative effect on perceived stress. In addition, inclusive leadership is an important situational factor for emotional insensitivity to play a role. Using the emotional insensitivity scale developed by Study 2 and other mature scales from domestic and overseas, Study 3 surveyed 286 employees from a company in Shenzhen based on a two-wave design. Using Structural Equation Modeling, with the aid of SPSS and Mplus, hypotheses were tested. The results indicated that the hypothese were supported, which further clarified the different mechanisms of emotional insensitivity impacting on task performance.

In general, the study makes the following three theoretical contributions. Firstly, based on the perspective of paradox, it proposes emotional insensitivity, and tests the different mechanisms of emotional insensitivity affecting on job performance, which unfolds the new perspective of the research on emotional intelligence, and enriches the research results of paradox in the micro-level. Secondly, it develops and tests the emotional insensitivity scale, which provides both the reliable and the effective measurement tool for research on the intrinsic paradox of emotional intelligence. Thirdly, it analyzes the mechanism of emotional intelligence on job performance while going deep into the dimensionality level, which clarifies the relationship between the two variables further, and enriches the view of Emotions as Social Information Theory. In addition, the research also provides the practical implications as follows. First of all, as the opposite of emotional sensitivity, emotional insensitivity has its own advantages. However, emotional insensitivity also has a too-much-of-a-good-thing effect. The organizations should pay equal attention to both emotional insensitivity and emotional sensitivity in human resource allocation and training. Furthermore, in the VUCA era, to improve employees’ well-being and job performance, the managers in the organizations should especially focus on the value of emotional insensitivity. Last but not least, the role of inclusive leadership playing is complex. The managers should consider both the situation and the employees’ emotional perception ability when adopting inclusive leadership. At last, the limitations and future research directions are also discussed.