Leader-Subordinate Relations: The Good, the Bad and the Paradoxical
Link to the livestream: https://media.eur.nl/Mediasite/Play/d174ad0b10da47c9a339683e30a155d71d
Leaders’ interactions with their subordinates play a major role in determining how subordinates treat one another. This is in large part due to the emotional effects that leader treatment can have on subordinates which, in turn, motivate specific behaviors (or behavioral intentions) in subordinates. The aim of this dissertation is to highlight the diverse emotional and behavioral effects that leader-subordinate relations can have on focal subordinates and their coworkers. In doing so, the research presented herein reveals the good, the bad and the at times paradoxical effects that leader-subordinate relations can have on an organization’s overall work environment. Initially, this dissertation focuses on the potential downsides associated with subordinates who are abused by their leader either more, or less, relative to their fellow group members. Following this, the simultaneous prosocial and undermining behavior of subordinates perceiving themselves as having a uniquely positive relationship with their leader is examined. Finally, the perspective shifts to take into account how subordinates experience and respond to abusive supervision directed at a fellow group member. In sum, this work offers a more detailed perspective on how work groups, and organizations as a whole, are shaped by their leaders.