Purpose-Using the concept of disconfirming communication to define interpersonal mistreatment, this study explores the impact of specific negative managerial communication behaviors on employee emotions, while taking into account both leader-member exchange (LMX) and employee trait negative affect (trait NA). Design/methodology/approach-275 working adults completed surveys about their managers' confirming and disconfirming communication and their own emotional responses to these communications. Findings-The positive relationship between disconfirming managerial communication and employee negative felt emotion was reduced when LMX was high and was increased for employees with high trait NA personalities. Research limitations/implications-While the cross-sectional design exposes the study to potential common method bias, a priori and post hoc procedures minimized this risk, confirming it has a negligible impact on the results. Practical implications-Study insights and the new instrument, the confirming/disconfirming managerial communication indicator, (C/DMCI) can be used to train managers to be better communicators, thereby improving organizational effectiveness. 2 Social Implications-Drawing attention to the nature and emotional impact of disconfirming managerial communication may reduce it incidences, and lead to improved employee mental health with resultant positive effects for society. Originality/value-Unlike previous studies of interpersonal mistreatment and managerial communication, we focus explicitly on the effect on employee emotion and explore confirming and disconfirming communication, and the moderating roles of LMX and trait NA.

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