Leader deception influences on leader-member exchange and subordinate organizational commitment

Abstract

Deception is a common and daily occurrence in organizations. Despite this, little is known about how leader deception influences follower perceptions and commitment to the leader and the broader organization. This laboratory experiment uses a low-fidelity simulation task to investigate the effects of leader deception on follower perceptions of leader-member exchange (LMX) and follower commitment to the organization. Moderating effects of financial outcomes that resulted from deception, or who gained from deception, were also tested. Results showed negative effects of leader deception on follower LMX perceptions and affective commitment. Leader financial gain worsened the effects of leader deception on LMX compared with organizational financial gain. Implications of these findings are discussed.

How outstanding leaders lead with affect: An examination of charismatic, ideological, and pragmatic leaders

“…It is plausible that additional political tactics or bases of power not investigated in this study would also contribute to hard and soft tactics and rational persuasion (e.g., using symbols and ritual, control of information, and image building; Zanzi & O'Neill, 2001). Further, what followers perceive as hard or soft tactics and how they react to those tactics may differ depending on the CIP leader type and leader goals (Griffith, Connelly, & Thiel, 2011;Thiel, Hill, Connelly, & Griffith, 2014). As such, this area is ripe for future inquiry.…”

How do you really feel? Effect of leaders' perceived emotional sincerity on followers' trust

“…Insincere displays of emotion are often interpreted as revealing a lack of desire to build a close and open relationship (Liu & Perrewe, 2006). As a result, followers who perceive their leader as emotionally insincere may feel that their relationship with that leader is distant and superficial, that the leader has less benevolent intentions toward them (Griffith, Connelly, & Thiel, 2011). In contrast, individuals' willingness to share what they are truly feeling can suggest that the relationship is strong and that the leader feels benevolently toward the follower (Butler et al, 2003).…”

Leadership Misplacement: How can this Affect Institutions of Higher Education?

“…When individuals assume a leadership position, this tends to come with a certain level of trust that has been established by either their predecessors or as an institution as a whole. With this trust comes the foundation of the organization and overall employee motivation and commitment (Griffith, Connelly, & Thiel, ). However, if this trust is broken and subordinates begin to question their commitment to the organization and faith in the leadership that is in place.…”

“…As Griffith, Connelly and Thiel () pointed out “Consequences for such behavior should also be made clear so that employees can maintain trust and confidence in the organization” (p. 517). In the above scenario, it would be extremely important to reinforce the written/said policies by institutions of higher education and show that this type of behavior is not tolerated.…”