The study “Savvy or Savage? How Worldviews Shape Appraisals of Antagonistic Leaders” by Christine Nguyen and Daniel Ames examines how people’s underlying beliefs about the nature of society influence their perceptions of antagonistic leaders. It found that individuals who see the world as highly competitive and cutthroat are more likely to view harsh, domineering, or aggressive leadership behaviours as signs of competence and strategic savvy. In contrast, those with a more cooperative worldview, believing in fairness, collaboration, and mutual support, tend to interpret the same behaviours as signs of poor leadership and incompetence. This divergence affects not only how leaders are judged but also how employees respond to them in the workplace, with competitive-minded individuals showing more loyalty and motivation under antagonistic managers. Ultimately, the study reveals that people’s worldviews shape whether they see a tough leader as effective or toxic.
AI summary based on: https://www.researchgate.net/publication/393687229_Savvy_or_Savage_How_Worldviews_Shape_Appraisals_of_Antagonistic_Leaders