Journal of Management 2006

Subordinates' Resistance and Managers' Evaluations of Subordinates' Performance

Bennett J. Tepper^1,2; Mary Uhl-Bien³; Gary F. Kohut⁴; Steven G. Rogelberg¹; Daniel E. Lockhart⁵; Michael D. Ensley⁶

¹ University of North Carolina at Charlotte · ² In-Q-Tel · ³ University of Central Florida · ⁴ University of Nebraska–Lincoln · ⁵ University of Kentucky · ⁶ Rensselaer Polytechnic Institute

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.

DOI

10.1177/0149206305277801

Sources

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