How disinhibition explains reward omission leadership

Chris Jackson, Christian Criado-Perez, Benjamin R. Walker and Anar Purvee
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Christian Criado-Perez: UNSW Australia Business School, Kensington, NSW, Australia
Benjamin R. Walker: Monash University, Clayton, VIC, Australia
Anar Purvee: University of the Humanities, Ulaanbaatar, Mongolia

Australian Journal of Management, 2025, vol. 50, issue 3, 895-916

Abstract: Disinhibition is a lack of restraint manifesting as tactless, uncivil, and inappropriate behavior; reward omission leadership is the failure of a leader to reward desirable behavior. We hypothesize disinhibition is associated with reward omission leadership. We test this possibility by associating an objective measure of disinhibition and personality models of disinhibition with reward omission leadership. In S1 ( N  = 166), the go/no-go task and personality models of disinhibition were generally associated with reward omission leadership. In S2 ( N  = 176), using multi-actor ratings, personality models of disinhibition were generally associated with reward omission leadership. In S3 ( N  = 91 junior managers; 273 employees), the tested personality model of disinhibition was associated with reward omission leadership using employee ratings from a non-Western organization. Results suggest disinhibition predicts reward omission leadership and sheds light on what is meant by disinhibition. JEL Classification: D23

Keywords: Disinhibition; lateral preference; leadership; response modulation model; reward omission leadership (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:50:y:2025:i:3:p:895-916

DOI: 10.1177/03128962241270855

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