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Leader Arrogance and Subordinate Outcomes: the Role of Feedback Processes

Published on Jun 1, 2018in Journal of Computational Neuroscience1.57
· DOI :10.1007/s10869-017-9501-1
Lauren A. Borden1
Estimated H-index: 1
(University of Akron),
Paul E. Levy35
Estimated H-index: 35
(University of Akron),
Stanley B. Silverman7
Estimated H-index: 7
(University of Akron)
Abstract
Purpose The purpose of this study was to investigate the association between leader arrogance on subordinate outcomes of feedback seeking, morale, and burnout through its relationships with subordinate feedback environment perceptions. Additionally, perceived organizational support and subordinate feedback orientation are examined as moderators that influence the degree to which leader arrogance exerts its effects on these outcomes.
  • References (85)
  • Citations (1)
References85
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#1Darren Good (Pepperdine University)H-Index: 7
#2Christopher J. Lyddy (Case Western Reserve University)H-Index: 3
Last.Sara W. Lazar (Harvard University)H-Index: 26
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#1Erin M. Jackson (USF: University of South Florida)H-Index: 5
#2Michael E. Rossi (USF: University of South Florida)H-Index: 5
Last.Russell E. Johnson (USF: University of South Florida)H-Index: 36
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