Some anger works, some anger hurts: Angry leaders and employee responses

Research remains equivocal on the effects of leader anger expression on subordinates. Drawing upon research regarding social effects of anger expression and approach-avoidance framework (Elliot, 2013), we posit that leader incidental anger expression may evoke subordinate avoidance behaviors via increased fear and reduced momentary OBSE. In comparison, leader integral anger expression may trigger subordinate approach behaviors via increased guilt and increased momentary OBSE. In addition, subordinate power distance orientation moderates the above indirect effects such that the effects are stronger when subordinate power distance orientation is high. Data from 82 participants across 10 consecutive working days provided partial support for our hypotheses. The results demonstrated the importance of expressing anger in an appropriate manner and at the appropriate target.