过于天真地领导:当领导者陷入了奉承时
Benjamin A Rogers1, Ovul Sezer2, Nadav Klein3
1Department of Management and Organization, Carroll School of Management, Boston College.
Journal of personality and social psychology
|October 5, 2023
概括
奖励奉承者的领导者可能会冒着天真的风险. 给予那些使用奉承的人的好处可能会对领导人的声誉和组织的看法产生负面影响,尽管这对奉承者有好处.
科学领域:
- 组织行为 组织行为
- 社会心理学 社会心理学
背景情况:
- 恭维是一种常见的印象管理策略.
- 虽然对奉承者有益,但对目标,特别是领导者的影响却不太清楚.
研究的目的:
- 为了调查领导人奉承的代价.
- 探索领导者对奉承的反应如何影响人们的看法.
主要方法:
- 七项研究和六项补充研究涉及4,612名参与者.
- 检查了影响领导人情的看法的因素.
- 分析了上下文因素,如奉承类型和赞成后果.
主要成果:
- 看到奖励奉承者的领导人被认为是天真的.
- 这种看法对领导者的声誉 (竞争力,热情) 和组织观点 (公平性,承诺) 有负面影响.
- 诸如称赞类型和对他人的伤害等因素可以缓和这些成本.
结论:
- 与先前的研究相反,情会给领导者及其组织带来代价.
- 领导者需要意识到奖励奉承的潜在负面后果.
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