東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Employee Perceptions of Managers Who...

Gupta, Avina.

Linked to FindBook

Google Book

Amazon

博客來

Employee Perceptions of Managers Who Express Anger: Could a High Quality Relationship Buffer Women from Backlash?.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Employee Perceptions of Managers Who Express Anger: Could a High Quality Relationship Buffer Women from Backlash?./
Author:	Gupta, Avina.
Description:	170 p.
Notes:	Source: Dissertation Abstracts International, Volume: 74-09(E), Section: A.
Contained By:	Dissertation Abstracts International74-09A(E).
Subject:	Sociology, Organizational. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3561786
ISBN:	9781303091339

Employee Perceptions of Managers Who Express Anger: Could a High Quality Relationship Buffer Women from Backlash?.
Gupta, Avina.

Employee Perceptions of Managers Who Express Anger: Could a High Quality Relationship Buffer Women from Backlash?. - 170 p.

Source: Dissertation Abstracts International, Volume: 74-09(E), Section: A.

Thesis (Ph.D.)--Columbia University, 2013.

The purpose of the current study was to examine if a high-quality manager-employee relationship could buffer female leaders from the negative perceptions and retaliatory actions they tend to receive for expressing anger. Research has shown that female leaders who express anger at work violate the stereotype that women should be warm and communal and are therefore punished, whereas male leaders who express anger reinforce the stereotype that men should be strong and leader-like and are thus rewarded for expressing anger. Female leaders who have a high-quality relationship with their employees may have fulfilled the implicit gender role expectation that they are warm and communal, which may buffer them from being penalized for expressing anger. As male leaders are not punished for expressing anger, it was proposed that quality of relationship was unlikely to have the same buffering effect, as there is no backlash to buffer against. While results showed that female leaders who express anger received more negative ratings than male leaders who express anger, contrary to expectations, quality of relationship behaved as a 'buffer' for both male and female managers. In addition, participant gender was shown to have an important effect on perceptions of managerial anger expression. Ratings by male participants revealed that while quality of relationship buffered both male and female managers who expressed anger, it 'boosted' ratings of male managers whom male participants rated more favorably in terms of competence and backlash, than female managers. Ratings of female participants showed that quality of relationship only served as a buffer for female managers (and not male managers) on ratings of competence, as hypothesized. However, for female participants, quality of relationship did not buffer against backlash for either male or female managers. In addition, female participants were more likely to demonstrate backlash toward female managers than male managers, regardless of quality of relationship. Implications for research and practice are discussed.

ISBN: 9781303091339Subjects--Topical Terms:

1018023
Sociology, Organizational.

Employee Perceptions of Managers Who Express Anger: Could a High Quality Relationship Buffer Women from Backlash?.
LDR:03009nmm a2200289 4500 001 2055007
005 20140730075626.5
008 170521s2013 ||||||||||||||||| ||eng d
020 $a 9781303091339
035 $a (MiAaPQ)AAI3561786
035 $a AAI3561786
040 $a MiAaPQ $c MiAaPQ
100 1 $a Gupta, Avina. $3 3168610
245 1 0 $a Employee Perceptions of Managers Who Express Anger: Could a High Quality Relationship Buffer Women from Backlash?.
300 $a 170 p.
500 $a Source: Dissertation Abstracts International, Volume: 74-09(E), Section: A.
500 $a Adviser: Caryn J. Block.
502 $a Thesis (Ph.D.)--Columbia University, 2013.
520 $a The purpose of the current study was to examine if a high-quality manager-employee relationship could buffer female leaders from the negative perceptions and retaliatory actions they tend to receive for expressing anger. Research has shown that female leaders who express anger at work violate the stereotype that women should be warm and communal and are therefore punished, whereas male leaders who express anger reinforce the stereotype that men should be strong and leader-like and are thus rewarded for expressing anger. Female leaders who have a high-quality relationship with their employees may have fulfilled the implicit gender role expectation that they are warm and communal, which may buffer them from being penalized for expressing anger. As male leaders are not punished for expressing anger, it was proposed that quality of relationship was unlikely to have the same buffering effect, as there is no backlash to buffer against. While results showed that female leaders who express anger received more negative ratings than male leaders who express anger, contrary to expectations, quality of relationship behaved as a 'buffer' for both male and female managers. In addition, participant gender was shown to have an important effect on perceptions of managerial anger expression. Ratings by male participants revealed that while quality of relationship buffered both male and female managers who expressed anger, it 'boosted' ratings of male managers whom male participants rated more favorably in terms of competence and backlash, than female managers. Ratings of female participants showed that quality of relationship only served as a buffer for female managers (and not male managers) on ratings of competence, as hypothesized. However, for female participants, quality of relationship did not buffer against backlash for either male or female managers. In addition, female participants were more likely to demonstrate backlash toward female managers than male managers, regardless of quality of relationship. Implications for research and practice are discussed.
590 $a School code: 0054.
650 4 $a Sociology, Organizational. $3 1018023
650 4 $a Psychology, Social. $3 529430
650 4 $a Psychology, Industrial. $3 520063
690 $a 0703
690 $a 0451
690 $a 0624
710 2 $a Columbia University. $b TC: Social-Organizational Psychology. $3 2099042
773 0 $t Dissertation Abstracts International $g 74-09A(E).
790 $a 0054
791 $a Ph.D.
792 $a 2013
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3561786