Subordinates' resistance and managers' evaluations of subordinates' performance

    Authors

    B. J. Tepper; M. Uhl-Bien; G. F. Kohut; S. G. Rogelberg; D. E. Lockhart;M. D. Ensley

    Comments

    Authors: contact us about adding a copy of your work at STARS@ucf.edu

    Abbreviated Journal Title

    J. Manag.

    Keywords

    resistance behavior; leader-member exchange; downward influence; performance evaluations; LEADER-MEMBER EXCHANGE; INFLUENCE TACTICS; PERCEIVED EFFECTIVENESS; COLLEGE CLASSROOM; MODERATORS; CONFLICT; CONSEQUENCES; SATISFACTION; OBEDIENCE; APPRAISAL; Business; Psychology, Applied; Management

    Abstract

    The authors explored the validity of two perspectives as to how managers evaluate subordinates who resist downward influence attempts: a uniformly dysfunctional perspective (i.e., managers regard all manifestations of resistance as indicators of ineffective influence and rate subordinates unfavorably when they resist) and a multifunctional perspective (i.e., managers regard some manifestations of resistance as more constructive than others and rate subordinates more favorably when they employ constructive resistance tactics). The results of two studies provided support for an interactive model, which predicts that the uniformly dysfunctional perspective is characteristic of lower quality, leader-member exchange (LMX) relationships and that the multifunctional perspective is characteristic of higher quality leader-member exchanges.

    Journal Title

    Journal of Management

    Volume

    32

    Issue/Number

    2

    Publication Date

    1-1-2006

    Document Type

    Article

    Language

    English

    First Page

    185

    Last Page

    209

    WOS Identifier

    WOS:000236302400001

    ISSN

    0149-2063

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