Is Supervisors' Anger Expression Useful? The Roles of High Performance Expectations, Social-Relational Factors, and Job Enrichment
Date Issued
2015
Date
2015
Author(s)
Lin, Jung-Hsuan
Abstract
Supervisors’ emotional expressions have a profound impact on subordinates’ performance, especially supervisors’ anger expressions. While some previous studies found that supervisor’s anger expressions may be detrimental to subordinates, others suggested that they could enhance subordinates’ performance. Taken together, these findings demonstrate the importance of understanding the contextual effect of supervisors’ anger expressions. To further explore this issue, the current study, based on EASI theory, investigates the relationship between supervisors’ anger expressions and subordinates’ job performance under the interaction effects of supervisors’ high performance expectations (HPE), social-relational factors (supervisor-subordinate exchange quality, LMX , and value fit, VFIT), and job related factors (job enrichment, JE). Survey data sampling from 286 subordinates were collected and analyzed using the hierarchical linear model. The results indicated that the interaction effects of HPE & LMX, HPE & VFIT, and HPE & JE respectively moderate the relationship between supervisors’ anger expressions and subordinates’ performance, which signifies a three-way interaction. Further analyses of interaction plots show that when HPE is high, LMX, VFIT, and JE buffer the negative effects of supervisors’ anger expressions on subordinates’ performance, while this effect is reversed when HPE is low. Finally, the contributions of the present findings and their implications, limitations, and future directions were discussed.
Subjects
EASI Model
supervisor’s anger expression
high performance expectations
supervisor-subordinate exchange quality
supervisor-subordinate value fit
job enrichment
job performance
Type
thesis
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ntu-104-R02227103-1.pdf
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