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Leader Arrogance and Subordinate Outcomes: the Role of Feedback Processes

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Abstract

Purpose

The purpose of this study was to investigate the association between leader arrogance on subordinate outcomes of feedback seeking, morale, and burnout through its relationships with subordinate feedback environment perceptions. Additionally, perceived organizational support and subordinate feedback orientation are examined as moderators that influence the degree to which leader arrogance exerts its effects on these outcomes.

Design/Methodology/Approach

Survey data were obtained from 302 participants on Amazon’s Mechanical Turk website and analyzed using Hayes’ (2013) PROCESS in SPSS.

Findings

Subordinates with more arrogant supervisors reported less favorable feedback environment perceptions, and subsequently, lower levels of feedback seeking, morale, and higher levels of burnout. Perceived organizational support and feedback orientation were identified as significant moderators in these relationships. Subordinates were less vulnerable to the negative outcomes of leader arrogance when they experienced higher levels of perceived organizational support. Finally, subordinates with favorable feedback orientations exhibited lower levels of feedback seeking in the face of the unfavorable feedback environments associated with arrogant leaders.

Implications

Given these findings, leader arrogance should be of great concern to organizations, as subordinates exposed to arrogant leaders are likely to experience adverse outcomes. Supplementing perceptions of organizational support may help alleviate some of these effects. Additionally, subordinates with favorable feedback orientations may be particularly vulnerable to the effects of leader arrogance on outcomes of feedback seeking and morale.

Originality/Value

This study is the first to demonstrate the interpersonal implications of leader arrogance for subordinates, as well as explore mediators that play a role in these relationships.

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Authors and Affiliations

  1. Department of Psychology, The University of Akron, Akron, OH, 44325-4301, USA

    Lauren Borden, Paul E. Levy & Stanley B. Silverman

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  1. Lauren Borden
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  2. Paul E. Levy
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  3. Stanley B. Silverman
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Correspondence to Paul E. Levy.

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Borden, L., Levy, P.E. & Silverman, S.B. Leader Arrogance and Subordinate Outcomes: the Role of Feedback Processes. J Bus Psychol 33, 345–364 (2018). https://doi.org/10.1007/s10869-017-9501-1

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