Acting superior but actually inferior? Correlates and consequences of workplace arrogance

Russell E. Johnson, Stanley B. Silverman, Aarti Shyamsunder, Hsien Yao Swee, O. Burcu Rodopman, Eunae Cho, Jeremy Bauer

Research output: Contribution to journalArticle

30 Citations (Scopus)

Abstract

Accounts of arrogant employees abound, yet there is little systematic research on arrogance within organizations. In response to this oversight, this article presents the findings from four studies. In Studies 1 and 2, the authors developed the Workplace Arrogance Scale and found support for its convergent and discriminant validity. In Study 3, the Workplace Arrogance Scale was included as part of a 360-degree performance feedback survey. Results revealed that there was satisfactory agreement between self- and other-ratings of arrogance. The authors also found that arrogance was negatively related to self- and other-rated task performance. Findings from Study 4 suggested that arrogance is negatively related to cognitive ability and self-esteem. The authors conclude by discussing the theoretical and practical implications of these findings.

Original languageEnglish
Pages (from-to)403-427
Number of pages25
JournalHuman Performance
Volume23
Issue number5
DOIs
Publication statusPublished - Nov 2010
Externally publishedYes

ASJC Scopus subject areas

  • Applied Psychology
  • Psychology(all)
  • Organizational Behavior and Human Resource Management

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    Johnson, R. E., Silverman, S. B., Shyamsunder, A., Swee, H. Y., Rodopman, O. B., Cho, E., & Bauer, J. (2010). Acting superior but actually inferior? Correlates and consequences of workplace arrogance. Human Performance, 23(5), 403-427. https://doi.org/10.1080/08959285.2010.515279