When Are Transgressing Leaders Punitively Judged? An Empirical Test

• 成果类型: Article
• 署名作者: Shapiro, Debra L.; Boss, Alan D.; Salas, Silvia; Tangirala, Subrahrnaniarn; Von Glinow, Mary Ann
• 署名单位: University System of Maryland; University of Maryland College Park; University of Washington; University of Washington Bothell; University of Massachusetts System; University of Massachusetts Lowell; State University System of Florida; Florida International University
• 刊物名称: JOURNAL OF APPLIED PSYCHOLOGY
• ISSN/ISSBN: 0021-9010
• DOI: 10.1037/a0021442
• 发表日期: 2011
• 页码: 412-422
• 关键词: Leadership; LMX; deviance; PUNITIVENESS

摘要

Using Hollander's (1958) idiosyncrasy credit theory of leadership as the theoretical backdrop, we examined when and why organizational leaders escape punitive evaluation for their organizational transgressions. In a sample of 162 full-time employees, we found that leaders who were perceived to be more able and inspirationally motivating were less punitively evaluated by employees for leader transgressions. These effects were mediated by the leaders' LMX (leader member exchange) with their employees. Moreover, the tendency of leaders with higher LMX to escape punitive evaluations for their transgressions was stronger when those leaders were more valued within the organization. Finally, employees who punitively evaluated their leaders were more likely to have turnover intentions and to psychologically withdraw from their organization. Theoretical and practical implications associated with relatively understudied leader-transgression dynamics are discussed.