2017
DOI: 10.1007/s10869-017-9501-1
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Leader Arrogance and Subordinate Outcomes: the Role of Feedback Processes

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Cited by 25 publications
(33 citation statements)
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“…Not all leaders' behaviors are positive. Leaders showing arrogance to subordinates were found to have a negative impact on employees' feedback‐seeking behavior, likely because seeking feedback from such belittling leaders is risky and the outcome is uncertain ( r = −0.15, Borden, Levy, & Silverman, ). Leaders showing verbal aggression (e.g., making derogatory remarks and using harsh language) to subordinates were also found to decrease their feedback‐seeking behavior because employees appraise experiences with rude leaders as negative affective events ( r = −0.04, Nifadkar, Tsui, & Ashforth, ).…”
Section: Social Context Factors As Antecedents Of Proactive Behaviormentioning
confidence: 99%
“…Not all leaders' behaviors are positive. Leaders showing arrogance to subordinates were found to have a negative impact on employees' feedback‐seeking behavior, likely because seeking feedback from such belittling leaders is risky and the outcome is uncertain ( r = −0.15, Borden, Levy, & Silverman, ). Leaders showing verbal aggression (e.g., making derogatory remarks and using harsh language) to subordinates were also found to decrease their feedback‐seeking behavior because employees appraise experiences with rude leaders as negative affective events ( r = −0.04, Nifadkar, Tsui, & Ashforth, ).…”
Section: Social Context Factors As Antecedents Of Proactive Behaviormentioning
confidence: 99%
“…Contextual factors and individual characteristics can influence the use and effect of proactive behaviors [11]. For example, the effect of feedback seeking on levels of burn-out may depend on supervisors' leadership style and the extent to which an employee experiences self-efficacy [58,59].…”
Section: Discussionmentioning
confidence: 99%
“…Definitions of workplace morale in the organizational research literature are varied although there is an agreement among researchers that the construct is a latent variable that must be measured through a combination of other attitudinal variables ( Subramony et al, 2008 ). Following several other researchers in this area, this study defines workplace morale as a combination of job satisfaction and affective commitment to the organization ( Borden et al, 2018 ; Harrison et al, 2006 ; Rosen et al, 2006 ). Workplace morale, constructed this way, was found to be a predictor of increases in performance and decreases in lateness, absenteeism, and turnover ( Harrison et al, 2006 ).…”
Section: Background and Literature Reviewmentioning
confidence: 99%