The current research is supported by a Harrison McCain Young Scholars Award to the third author. We thank Dr Greg Chung-Yan for his generous help in facilitating the data collection for part of this project.
Do Subordinates Formulate an Impression of their Manager's Implicit Person Theory?
Version of Record online: 3 JUL 2012
© 2012 The Authors. Applied Psychology: An International Review © 2012 International Association of Applied Psychology
Volume 63, Issue 2, pages 267–299, April 2014
How to Cite
Kam, C., Risavy, S. D., Perunovic, E. and Plant, L. (2014), Do Subordinates Formulate an Impression of their Manager's Implicit Person Theory?. Applied Psychology:An International Review, 63: 267–299. doi: 10.1111/j.1464-0597.2012.00521.x
- Issue online: 12 FEB 2014
- Version of Record online: 3 JUL 2012
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.