Content area
Full Text
Contents
- Abstract
- Why Flattery Recipients Reward Flatterers
- When Leaders Are Perceived to Have “Fallen for Flattery”
- The Consequences of Falling for Flattery
- Overview of Present Research
- Pilot Study
- Method
- Participants and Procedure
- Results
- Observing Flattery
- Frequency of Rewards to Flatterers
- Section 1: Outlining the Predictors and Consequences of Falling for Flattery
- Study 1: Falling for Flattery in a Networking Context
- Method
- Participants
- Design and Procedure
- Dependent Measures
- Perceived Naiveté
- Impression–Management Consequences
- Organizational Consequences
- Results
- Perceived Naiveté
- Impression–Management Consequences
- Organizational Consequences
- Discussion
- Study 2: Falling for Flattery in the Lab
- Method
- Participants
- Design and Procedure
- Dependent Measures
- Perceived Naiveté
- Impression–Management Consequences
- Organizational Consequences
- Organizational Fairness
- Commitment to the Leader
- Leader Fairness
- Results
- Manipulation Check
- Perceived Naiveté
- Impression–Management Consequences
- Organizational Consequences
- Secondary Mediation Analyses
- Discussion
- Study 3: Falling for Flattery in the Field
- Method
- Participants
- Design and Procedure
- Measures
- Rewarding Flattery
- Perceived Naiveté and Impression–Management Consequences
- Organizational Consequences
- Results
- Perceived Naiveté
- Impression–Management Consequences
- Organizational Consequences
- Secondary Analyses
- Discussion
- Study 4: The Unique Effect of Flattery
- Method
- Participants
- Design and Procedure
- Dependent Measures
- Perceived Naiveté
- Impression–Management Consequences
- Organizational Consequences
- Commitment to the Leader
- Organizational Fairness
- Results
- Manipulation Checks
- Perceived Naiveté
- Impression–Management Consequences
- Perceived Competence
- Perceived Warmth
- Organizational Consequences
- Commitment to the Leader
- Organizational Fairness
- Secondary Mediation Analyses
- Discussion
- Section 2: Contextual Factors That Shape Downstream Impacts of Falling for Flattery
- Study 5: The Various Forms of Flattery
- Method
- Participants
- Design and Procedure
- Dependent Measures
- Perceived Belief That Flattery Was Genuine
- Perceived Naiveté and Downstream Consequences
- Results
- Manipulation Check
- Perceived Naiveté
- Impression–Management Consequences
- Organizational Consequences
- Discussion
- Study 6: When Falling for Flattery Hurts the Observer
- Method
- Participants
- Design and Procedure
- Dependent Measures
- Perceived Naiveté and Impression–Management Consequences
- Organizational Consequences—Commitment to the Leader
- Results
- Manipulation Checks
- Perceived Naiveté
- Impression–Management Consequences
- Organizational Consequences
- Discussion
- Study 7: The Impact of Leader’s Awareness They Are Being Flattered
- Method
- Participants
- Design and Procedure
- Measures
- Perceived Naiveté
- Impression–Management and Organizational Consequences
- Results
- Manipulation Checks
- Perceived Naiveté
- Impression–Management Consequences
- Organizational Consequences
- Post Hoc Exploratory Analyses: Observer’s Belief That the Leader Is Aware of Motives
- Discussion
- General Discussion
- Theoretical Contributions and Practical Implications
- Limitations and Future Research Directions
- Conclusion
Figures and Tables