Trying to motivate employees through intimidation? Think again

Abstract

PurposeThis study advances our knowledge about counternormative emotion management processes utilized in organizations. We investigate a research model in which managerial intimidation, and more specifically subordinates' perceptions about it, evokes fear, which reduces their job satisfaction and increases their turnover intentions.Design/methodology/approachThe model was tested using two samples, one from the public sector and the other from the private sector. The data were collected in three waves using questionnaires.FindingsOur findings validated the research model in the public sector alone, revealing sectorial differences regarding the destructive emotional and attitudinal implications of perceived managerial intimidation.Originality/valueThe current study sheds light on counternormative emotion management processes utilized in organizations, a topic we know little about. Furthermore, it advances our knowledge regarding the responses of the targets of impression management attempts, revealing sectorial differences about them. Finally, this study broadens our understanding about intimidation, an under-investigated impression management strategy.