Abstract
Implicit person theory (IPT) is characterised by the belief that specific attributes of people are generally either more static (i.e. entity beliefs) or more malleable (i.e. incremental beliefs). Within the organisational sciences literature, past IPT research has focused on the impact of managers' IPT beliefs on their own behaviours. The current research advances the extant literature by presenting two empirical studies that assess whether subordinates formulate an impression of their manager's IPT. The results are consistent with subordinates forming such an impression, as subordinates working under the same manager generally agreed on their manager's IPT. Moreover, our results support the convergent validity (e.g. with job satisfaction, turnover intention) and the discriminant validity (e.g. with transformational leadership, subordinates' own IPT perception) of the subordinates' impressions of their manager's IPT. The theoretical and practical implications of the current research, and future directions regarding cross-cultural differences related to IPT impression, are discussed.
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
