Exploring the Boundaries of the Effects That Leaders’ Expressions of Anger Have on Subordinates’ Turnover Intention

The primary purpose of this article is to examine (1) the effects that leaders’ displays of anger can have on subordinates in a field setting and (2) the moderating effects that subordinates’ attachment to a leader, subordinates’ perceptions of leadership effectiveness, and subordinates’ attributions of intentionality can have on the relationship between leader displays of anger and subordinates’ turnover intention. We collected data from 197 employees in Taiwan according to a longitudinal design. Results partially support our hypotheses by indicating that leaders’ anger was positively related to subordinates’ turnover intention, and that the interactions between leaders’ anger the above three moderators were also significant.