Sparking Anger and Anxiety: Why Intense Leader Anger Displays Trigger Both More Deviance and Higher Work Effort in Followers

Schwarzmüller, Tanja; Brosi, Prisca; Welpe, Isabell M.

doi:10.1007/s10869-017-9523-8

Cited by 21 publications

(22 citation statements)

References 87 publications

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“…For example, Wang et al (2018, Studies 2 and 3) used two scales to measure leader anger expression (i.e., angry, irritated, and annoyed) about followers' incompetence and unethical behaviors. Schwarzmüller et al (2018) measured leader anger intensity by qualitatively coding participants' open-ended descriptions of the leader's anger expression in a recalled episode. These correlational studies were conducted in organizational contexts and hence the external validity of their findings is better than those from experimental studies in laboratory settings.…”

Section: Operationalization Of Leader Anger Expression and Associated Methodsmentioning

confidence: 99%

“…Koning and Van Kleef (2015) found that leader anger expression (vs. happiness) reduced follower organizational citizenship behavior. Schwarzmüller et al (2018) found that leader anger intensity was positively related to deviant behavior against the leader through followers' felt anger. Shao (2019b) found that leader anger expression (vs. neutral emotion) led to higher withdrawal behavioral intention.…”

Section: Outcomes Of Leader Anger Expressionmentioning

confidence: 97%

“…However, only in the past two decades have scholars begun to recognize the importance of examining the emotion of anger in the leadership context. It is quite common for leaders to express anger in the workplace (Fitness, 2000;Schwarzmüller et al, 2018;. Understanding how leader anger influences important leadership outcomes can help leaders manage their anger to facilitate goal achievement.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

More than just an angry face: A critical review and theoretical expansion of research on leader anger expression

Shao

Guo

2020

Human Relations

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Stories about angry bosses in the workplace are relatively common. Have you ever wondered what causes their anger and how the expressed anger impacts the workplace? Our review of 58 studies on leader anger expression provides an overview of research findings on this phenomenon. The review demonstrates significant research progress in understanding leader anger expression, including its causes, consequences, mechanisms, and boundary conditions. However, the review also reveals that the current approaches to leader anger expression are quite static, which creates the need for a dynamic approach to examining leader anger expression. Integrating a range of theories, we suggest three ways of building dynamic models of leader anger expression, considering its temporal dimension, the dynamics between its mechanisms, and the complexity of emotional episodes in which anger is expressed. Our research contributes to the existing literature by being the first to take stock of leader anger expression research to date and propose a dynamic approach to understanding this phenomenon.

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Section: Operationalization Of Leader Anger Expression and Associated Methodsmentioning

confidence: 99%

Section: Outcomes Of Leader Anger Expressionmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 99%

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More than just an angry face: A critical review and theoretical expansion of research on leader anger expression

Shao

Guo

2020

Human Relations

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“…For example, would a prevention focus and its self-control tendency increase a target's tolerance of more intense or frequent anger displays and thus prevent or delay the backfire effect? Also, prevention-focused individuals seek to fulfill "ought" goals and in-role behavior (Higgins, 2000); accordingly, would their increased tolerance of anger (if true) protect their motivation for in-role behavior (e.g., problem coping), but at the expense of reducing their extra-role behavior (e.g., citizenship behavior), directed at their angry counterparts (e.g., Koning & Van Kleef, 2015;Schwarzmüller et al, 2018)? How likely these effects are to occur might again depend on the perceived team context or the relational context between the expresser and target (Geddes & Callister, 2007;Higgins, 2000).…”

Section: Strengths Limitations and Future Researchmentioning

confidence: 99%

Anger displays and integrative behavior among work dyads in teams: A regulatory fit approach

Lam

Janssen

et al. 2021

J Organ Behavior

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Anger has often been portrayed as a destructive social emotion in the literature.However, research conducted with a social functional approach has also revealed the functionality of anger and called for a shift toward understanding the conditions in which anger can have interpersonal utility at work. Given the complicated role and inevitability of anger in work teams, it is important to understand when team members can reap the interpersonal utility of anger and promote adaptive social interactions. Contributing to this approach, we developed a contingency model to postulate when and why anger displays can produce integrative behavior among co-worker dyads in teams. Drawing on regulatory fit theory we conducted three studies (one laboratory study and two field studies with a round-robin design) to examine our hypotheses. Results indicated that co-workers' anger displays were positively related to focal workers' (targets of anger) integrative behavior toward angry co-workers (expressers) when targets had a high level of prevention focus and perceived a low level of team goal interdependence. As expected, moreover, targets' problem identification with expressers was found to be the mechanism of this conditional relationship. Implications of our research are discussed.

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“…When followers observe and experience emotional expression of a leader, they may cognitively process and, by empathizing, also come to mimic the emotion ( Hatfield et al, 1994 ; Lewis, 2000 ). The process of emotional influence is known as emotional contagion ( Schoenewolf, 1990 ; Van Kleef et al, 2010 ; Schwarzmüller et al, 2018 ).…”

Section: Theoretical Developmentmentioning

confidence: 99%

Dimensions of Leader Anger Expression Unveiled: How Anger Intensity and Gender of Leader and Observer Affect Perceptions of Leadership Effectiveness and Status Conferral

2020

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While significant organizational research evaluates effective leadership traits and decades of psychological research have investigated emotion, there is a lack of consensus in organizational behavior research related to whether emotion expressed by a leader elicits positive or negative outcomes. We seek to augment existing research by exploring the effect of three dimensions, namely, the intensity of anger expressed, the gender of the leader, and the gender of the observer on perceptions of leadership effectiveness and future status conferral. In Study 1, we recruited 40 participants from a well-known U.S. university to select appropriate terms attributable to intense, moderate, and neutral levels of anger expression. In Study 2, we recruited a diverse pool of 296 participants and employed a quasi-experimental method by randomly assigning participants into one of the six conditions created by three levels of anger expression intensity and the leader gender. Participants were asked to read a vignette in which a male or a female leader responds to an anger-provoking situation with different levels of anger expression and evaluate the leader on perceived leadership effectiveness and future status conferral. Our study findings demonstrated that a leader demonstrating no anger was perceived higher in leadership effectiveness than a leader showing either moderate or intense anger. Juxtaposed to these results, for future status conferral, a leader expressing no anger was perceived as higher in future status than a leader expressing moderate anger without significant difference found between no anger and intense anger. We also found a significant main effect of observer gender with female participants giving lower ratings for leadership effectiveness and status conferral than male participants. Possible explanations and practical implications regarding gender-specific findings are discussed.

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Sparking Anger and Anxiety: Why Intense Leader Anger Displays Trigger Both More Deviance and Higher Work Effort in Followers

Cited by 21 publications

References 87 publications

More than just an angry face: A critical review and theoretical expansion of research on leader anger expression

More than just an angry face: A critical review and theoretical expansion of research on leader anger expression

Anger displays and integrative behavior among work dyads in teams: A regulatory fit approach

Dimensions of Leader Anger Expression Unveiled: How Anger Intensity and Gender of Leader and Observer Affect Perceptions of Leadership Effectiveness and Status Conferral

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