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De Clercq, D. & Pereira, R. (2022). You’re so good-looking and wise, my powerful leaders! When deference becomes flattery in employee-authority relations. Personnel Review. N/A

D. D. Clercq and R. T. Pereira,  "You’re so good-looking and wise, my powerful leaders! When deference becomes flattery in employee-authority relations", in Personnel Review, vol. N/A, 2022

@article{clercq2022_1734832510818,
	author = "De Clercq, D. and Pereira, R.",
	title = "You’re so good-looking and wise, my powerful leaders! When deference becomes flattery in employee-authority relations",
	journal = "Personnel Review",
	year = "2022",
	volume = "N/A",
	number = "",
	doi = "10.1108/PR-08-2021-0573",
	url = "https://www.emerald.com/insight/publication/issn/0048-3486"
}

TY  - JOUR
TI  - You’re so good-looking and wise, my powerful leaders! When deference becomes flattery in employee-authority relations
T2  - Personnel Review
VL  - N/A
AU  - De Clercq, D.
AU  - Pereira, R.
PY  - 2022
SN  - 0048-3486
DO  - 10.1108/PR-08-2021-0573
UR  - https://www.emerald.com/insight/publication/issn/0048-3486
AB  - Purpose – The purpose of this study is to investigate the relationship between employees’ deference to leaders’
authority and their upward ingratiatory behavior, which may be invigorated by two personal resources
(dispositional greed and social cynicism) and two organizational resources (informational justice and
forgiveness climate).
Design/methodology/approach – In this study survey data were collected among employees who work in
the banking sector.
Findings – Strict adherence to leaders’ authority stimulates upward ingratiatory behavior, especially when
employees (1) have a natural tendency to want more, (2) are cynical about people in power, (3) believe they have
access to pertinent organizational information and (4) perceive their organization as forgiving of mistakes.
Practical implications – For human resource (HR) managers, this study points to the risk that employees’
willingness to comply blindly with the wishes of organizational leaders can escalate into excessive, inefficient
levels of flattery. Several personal and organizational conditions make this risk particularly likely to
materialize.
Originality/value – This study extends prior human resource management (HRM) research by revealing the
conditional effects of an unexplored determinant of upward ingratiatory behavior, namely, an individual desire
to obey organizational authorities unconditionally.
ER  -