Title

Subordinates' Resistance And Managers' Evaluations Of Subordinates' Performance

Keywords

Downward influence; Leader-member exchange; Performance evaluations; Resistance behavior

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. © 2006 Southern Management Association. All rights reserved.

Publication Date

4-1-2006

Publication Title

Journal of Management

Volume

32

Issue

2

Number of Pages

185-209

Document Type

Article

Personal Identifier

scopus

DOI Link

https://doi.org/10.1177/0149206305277801

Socpus ID

33644788733 (Scopus)

Source API URL

https://api.elsevier.com/content/abstract/scopus_id/33644788733

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