While a large body of previous research suggests that workers who express anger are judged to be competent and hold a high status—resulting in more power and money—a new study by Hebrew University of Jerusalem (HU) and Princeton University researchers debunks this consensus. In a new study published in Frontiers in Social Psychology, the researchers revisited these claims in U.S. experiments using similar methods as in previous work. In four preregistered, robust studies, the researchers revisited the paradigms that tested whether expressing anger could help a worker gain status in the workplace. Specifically, they asked: do workers gain status when they express anger? Is anger perceived to be a signal of competence? And at the most basic level: do others like anger in the workplace? (more…)

Narcissistic leaders are bad for share value, unless they are seen to stimulate innovation and growth at companies suffering from corporate inertia, according to research which analysed how CEO narcissism affects stock recommendations from securities analysts. The study by Nottingham Business School (UK), Middle Tennessee State University (US), and the University of Leeds (UK) is the first to explore the relationship between CEOs who are linked to excessive risk taking and their value to a company. The paper “Chief executive officer narcissism, corporate inertia, and securities analysts’ stock recommendations” has been published in the journal Strategic Organisation. (more…)

Leaders making mistakes can be costly not only to the organisation, but also to their own job security, which makes it difficult for them to admit when there’s been an error. However, new research from emlyon business school shows that there are some techniques CEOs can use to frame these mistakes, in order to ensure they keep their jobs, but also make changes in their organisation. When there is this clear trade-off between admitting a mistake and potentially losing power and control in the organisation, it is important that CEOs use their language effectively to create a safe space for themselves in the organisation – but how can they do so? (more…)