On the Importance of the Superior's Interpersonal Sensitivity for Good Leadership
Version of Record online: 28 NOV 2011
© 2011 Wiley Periodicals, Inc.
Journal of Applied Social Psychology
Volume 42, Issue 5, pages 1043–1068, May 2012
How to Cite
MAST, M. S., JONAS, K., CRONAUER, C. K. and DARIOLY, A. (2012), On the Importance of the Superior's Interpersonal Sensitivity for Good Leadership. Journal of Applied Social Psychology, 42: 1043–1068. doi: 10.1111/j.1559-1816.2011.00852.x
- Issue online: 14 MAY 2012
- Version of Record online: 28 NOV 2011
This research is aimed at showing that interpersonal sensitivity (being attuned to and correctly inferring another person's thoughts and feelings) is an important aspect of what people expect from a good leader and that interpersonally sensitive leaders have more satisfied subordinates. In the first study, participants indicated how much they expected a good superior to be interpersonally sensitive (among other characteristics). People expect leaders to be interpersonally sensitive more so than subordinates. In the second study, participants interacted in same-gender dyads as leaders and subordinates. We measured subordinate satisfaction and leader interpersonal sensitivity. More interpersonally sensitive leaders had more satisfied subordinates. Interpersonal sensitivity is important for good leadership: It is expected from leaders, and it contributes to increased subordinate satisfaction.