Employees’ Reactions to Imperfect Managerial Behaviors
Helge Hernes, Linn Kristin Brænden

Abstract
The results from a followership theory and attribution theory based study about employees’ reactions to imperfect managerial behaviors are reported. Employees were found to react in pro-organizational ways and more so in a short-time perspective than in a longer time perspective. The predictions of attribution theory were by and large confirmed. Theoretical and practical implications of the results are discussed.

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