Leader Arrogance & Subordinate Outcomes: The Role of Feedback Processes
 (in Journal of Business and Psychology, 33, pages 345–364)
Lauren Borden, Paul E. Levy & Stanley B. Silverman | June 2017
The purpose of this study was to investigate the association between leader arrogance on subordinate outcomes of feedback seeking, morale, and burnout through its relationships with subordinate feedback environment perceptions. Additionally, perceived organizational support and subordinate feedback orientation are examined as moderators that influence the degree to which leader arrogance exerts its effects on these outcomes.
