Abstract
This research examined how leader illegitimacy affects leaders' and subordinates' responses to relinquishing power decisions. The processes underlying responses to leader illegitimacy and relinquishing power were also examined. Across four studies, participants were placed in leader roles (Studies 1a/1b) or subordinate roles (Studies 2a/2b) in an online competition. In Studies 1a/1b, participants assigned a leadership role learned, via a leadership skills test, that their leadership was illegitimate or legitimate. By contrast, in Studies 2a/2b, participants assigned a subordinate role were confronted with either an illegitimate leader who retained their power after performing poorly or a legitimate leader who received the leader role after a poor-performing leader had relinquished their power. Results demonstrated that leaders who felt they did not belong in their leadership role relinquished more power when their leadership was illegitimate (vs. legitimate) and subordinates who felt less in control and greater anger supported illegitimate (vs. legitimate) leaders less.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 365-379 |
| Number of pages | 15 |
| Journal | European Journal of Social Psychology |
| Volume | 48 |
| Issue number | 3 |
| DOIs | |
| State | Published - Apr 1 2018 |
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All Science Journal Classification (ASJC) codes
- Social Psychology
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The effects of leader illegitimacy on leaders' and subordinates' responses to relinquishing power decisions. / Ratcliff, Nathaniel J.; Vescio, Theresa K.
In: European Journal of Social Psychology, Vol. 48, No. 3, 01.04.2018, p. 365-379.Research output: Contribution to journal › Article
TY - JOUR
T1 - The effects of leader illegitimacy on leaders' and subordinates' responses to relinquishing power decisions
AU - Ratcliff, Nathaniel J.
AU - Vescio, Theresa K.
PY - 2018/4/1
Y1 - 2018/4/1
N2 - This research examined how leader illegitimacy affects leaders' and subordinates' responses to relinquishing power decisions. The processes underlying responses to leader illegitimacy and relinquishing power were also examined. Across four studies, participants were placed in leader roles (Studies 1a/1b) or subordinate roles (Studies 2a/2b) in an online competition. In Studies 1a/1b, participants assigned a leadership role learned, via a leadership skills test, that their leadership was illegitimate or legitimate. By contrast, in Studies 2a/2b, participants assigned a subordinate role were confronted with either an illegitimate leader who retained their power after performing poorly or a legitimate leader who received the leader role after a poor-performing leader had relinquished their power. Results demonstrated that leaders who felt they did not belong in their leadership role relinquished more power when their leadership was illegitimate (vs. legitimate) and subordinates who felt less in control and greater anger supported illegitimate (vs. legitimate) leaders less.
AB - This research examined how leader illegitimacy affects leaders' and subordinates' responses to relinquishing power decisions. The processes underlying responses to leader illegitimacy and relinquishing power were also examined. Across four studies, participants were placed in leader roles (Studies 1a/1b) or subordinate roles (Studies 2a/2b) in an online competition. In Studies 1a/1b, participants assigned a leadership role learned, via a leadership skills test, that their leadership was illegitimate or legitimate. By contrast, in Studies 2a/2b, participants assigned a subordinate role were confronted with either an illegitimate leader who retained their power after performing poorly or a legitimate leader who received the leader role after a poor-performing leader had relinquished their power. Results demonstrated that leaders who felt they did not belong in their leadership role relinquished more power when their leadership was illegitimate (vs. legitimate) and subordinates who felt less in control and greater anger supported illegitimate (vs. legitimate) leaders less.
UR - http://www.scopus.com/inward/record.url?scp=85030458796&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85030458796&partnerID=8YFLogxK
U2 - 10.1002/ejsp.2335
DO - 10.1002/ejsp.2335
M3 - Article
AN - SCOPUS:85030458796
VL - 48
SP - 365
EP - 379
JO - European Journal of Social Psychology
JF - European Journal of Social Psychology
SN - 0046-2772
IS - 3
ER -