Abstract
While previous research has assumed that intense leader anger displays result in negative consequences, researchers have recently started to outline their potential for prompting followers to improve their performance. We explain these conflicting positions by demonstrating that leaders’ anger intensity positively affects both deviance and work effort through triggering anger and anxiety in followers. We conducted two critical incident studies, replicating our results with different methodologies and controlling for potential alternative explanations. In line with theories on reciprocal emotions, supervisor-directed deviance became more likely with higher leader anger intensity because followers reacted with correspondingly more anger. However, in line with theories on complementary emotions, leaders’ anger intensity was also positively related to followers’ work effort due to followers’ anxiety. These results were replicated when taking leaders’ anger appropriateness into account as a potential moderator of the deviance-related path and when controlling for followers’ feelings of guilt (an alternative explanation for followers’ work effort). Our paper provides evidence that intense anger displays increase followers’ work effort but also cautions leaders to show these, as the work effort caused by them is based on followers’ intimidation and likely to be accompanied by deviant reactions. By considering the affective reactions triggered in followers, our paper integrates diverging theoretical perspectives on followers’ reactions to leaders’ anger intensity. Moreover, it is one of the first to disentangle the interpersonal effects that different expressions of the same emotion may have.
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Notes
We assessed emotional intelligence with four items measuring participants’ awareness of others’ emotions (α = 0.87; Jordan & Lawrence, 2009).
We measured participants’ agreeableness with 12 items (α = 0.74) from the NEO-FFI by Costa & McCrae (1985) taken from its German translation by Borkenau & Ostendorf (2008). We did so as one might expect agreeable followers, who are very sensitive to interpersonal conflict, to react more strongly to their leaders’ anger intensity. However, statistical analyses indicated that agreeableness did not significantly affect followers’ anger (β = − 0.02, ns) and anxiety (β = 0.07, ns) nor their deviance (β = − 0.04, ns) and work effort (β = − 0.05, ns). In addition, when controlling for participants’ agreeableness in our path model, results for our basic model remained comparable in size and direction, indicating that participants’ agreeableness does not exert a central influence on our model.
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Preparation of this article was funded by the German Federal Ministry of Education and Research and by the European Social Fund of the European Union (FKZ 01FP1072/73, research project “Selection and Assessment of Leaders in Academia and Business”).
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Schwarzmüller, T., Brosi, P. & Welpe, I.M. Sparking Anger and Anxiety: Why Intense Leader Anger Displays Trigger Both More Deviance and Higher Work Effort in Followers. J Bus Psychol 33, 761–777 (2018). https://doi.org/10.1007/s10869-017-9523-8
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DOI: https://doi.org/10.1007/s10869-017-9523-8