Examining Gratitude’s Role in Moral Partiality for Divergent Help Within Leader-Follower Dyads

Jennifer A. Harrison (), Marie-Hélène Budworth and Thomas H. Stone
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Jennifer A. Harrison: Métis Lab EM Normandie - EM Normandie - École de Management de Normandie = EM Normandie Business School
Marie-Hélène Budworth: York University [Toronto]
Thomas H. Stone: OSU - Oklahoma State University [Stillwater]

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Abstract: Building on research on gratitude, prosocial behavior, and caring and ethical leadership, we examine the role of gratitude in motivating leader-follower help that diverges from organizational goals (e.g., rule lenience). Drawing from moral self-regulation theory, we present a conceptual model on the role of gratitude as a moral emotion, whereby its prosocial action tendency focuses on moral partiality toward referent targets prompting the prioritization of targets' welfare. We propose two power moderators specific to leaders and referent followers, strengthening the proposed associations between gratitude and divergent help; these are the leader's power to diverge from rules and the follower's perceptions of their power relative to the leader's. We also examine the role of follower attributions in predicting gratitude feelings, and divergent help directed toward leaders.

Date: 2021-07-29
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Published in AOM Annual Meeting Proceedings 2021, Academy of Management, Jul 2021, Online, France

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05088682

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