80th Annual Meeting of the Academy of Management (AOM 2020)
The majority of extant leadership research has focused on leaders’ stable traits and experiences in adulthood to understand the antecedents of leadership behaviors. By taking a developmental perspective, our research builds on implicit leadership theory and goal orientation theory and proposes an integrated model of leadership development that specifies the link between parenting styles received by leaders while growing up and leadership behaviors exhibited to their followers in their adulthood. In a survey conducted among Chinese executives and their team members working in a variety of different organizations, we found that authoritarian parenting leads to authoritarian and autocratic leadership styles through the mediating role of performance prove-goal orientation while authoritative parenting leads to developing and benevolent leadership through the mediating role of learning goal orientation. These findings suggest that parenting styles have far-reaching effects on leadership behaviors. We hope that our study provides a platform for future research by drawing attention to the previously under-examined developmental antecedents of leadership development."
77th Annual Meeting of the Academy of Management
Although organizational research has begun to examine the consequences of workplace envy, these studies primarily focus on envy directed toward peers. Our research extends the envy literature by focusing on leaders’ envy toward followers. Building on the social-functional perspective of emotions, we propose that leaders’ envy promote a defensive self-enhancing emotion - hubristic pride, which in turn facilitates laissez-faire leadership behaviors. Furthermore, follower benevolence moderates the effect of leaders’ envy on hubristic pride and laissez-faire leadership. Study 1, in a critical incident study among 165 leaders from various organizations, we found support for the prediction that leaders who experience more envy toward their followers are more likely to engage in laissez-faire leadership behaviors when envied followers are low on benevolence. In Study 2, multisource data collected from 120 leader-follower dyads in various organizations supports the prediction that leader hubristic pride mediates the relationship between leaders’ envy and laissez-faire leadership when follower benevolence is low. In Study 3, a well-controlled experiment conducted among 126 business students replicates these findings.
Heaviness is a bodily metaphor used to express sadness. Building on embodied cognition theory and metaphor theory, we argue that sadness is grounded in bodily sensation of heaviness, which has important sensory marketing implications for engaging consumer senses to affect consumer decision-making and attitude formation processes. We found support for this metaphorical link between heaviness and sadness across six studies. We showed that carrying a heavy bag saddened individuals and increased the valuation of a teddy bear. Intention to donate to a charity supporting endangered tigers increased when burdened participants watched a sad video about these animals. Conversely, sadness induced physical heaviness and increased preference for an easy-to-maintain sofa. Further, sad individuals disliked an advertisement for a sports drink that figured energy-consuming actions. Our findings inform sensory marketing practice about embedding the bodily sensation of heaviness to induce sadness in marketing communication.
An apology, as an expression of remorse, can be an effective response from a transgressor to obtain forgiveness from a victim. Yet, to be effective, the victim should not construe the transgressor’s actions in a cynical way. Because low-power people tend to interpret the actions of high-power people in a cynical way, we argue that an apology (versus no apology) from high-power transgressors should be relatively ineffective in increasing forgiveness from low-power victims. We find support for this moderated mediation model in a critical incidents study (Study 1), a forced recall study (Study 2) among employees from various organizations and a controlled laboratory experiment among business students (Study 3).
These studies reveal the limited value of expressions of remorse by high-power people in promoting forgiveness.