Exploring the Boundaries of the Effects That Leaders' Expressions of Anger Have on Subordinates' Turnover Intention

Chien-Cheng Chen ； Chi-Sheng Hsu ； Wen-Jie Wu

《管理資訊計算》 3卷2期 (2014/09) Pp. 147-166

https://doi.org/10.6285/MIC.3(2).11

並列摘要

The primary purpose of this article is to examine (1) the effects that leaders' displays of anger can have on subordinates in a field setting and (2) the moderating effects that subordinates' attachment to a leader, subordinates' perceptions of leadership effectiveness, and subordinates' attributions of intentionality can have on the relationship between leader displays of anger and subordinates' turnover intention. We collected data from 197 employees in Taiwan according to a longitudinal design. Results partially support our hypotheses by indicating that leaders' anger was positively related to subordinates' turnover intention, and that the interactions between leaders' anger the above three moderators were also significant.

並列關鍵字

leader displays of anger ； turnover intention ； attachment to leader ； leadership effectiveness ； attribution

參考文獻

Barsade, S. G.,Gibson, D. E.(2007).Why does affect matter in organization?.Academy of Management Perspectives.21,36-58.

Bauer, T. N.,Green, S. G.(1996).Development of leader-member exchange: A longitudinal test.Academy of Management Journal.39,1538-1567.

Becker, T. E.,Billings, R. S.,Eveleth, D. M.,Gilbert, N. L.(1996).Foci and bases of employee commitment: Implications for job performance.Academy of Management Journal.39,464-482.

Bochner, S.,Hesketh, B.(1994).Power distance, individualism/collectivism, and job-related attitudes in a culturally diverse work group.Journal of Cross-Cultural Psychology.25,233-257.

Booth, J.,Mann, S.(2005).The Experience of workplace anger.Leadership and Organizational Development Journal.27,250-262.