Reducing Organizational Politics in Performance Appraisal: The Role of Coaching Leaders for Age-Diverse Employees

Dello Russo, Silvia, Miraglia, Mariella ORCID: 0000-0003-0393-6675 and Borgogni, Laura (2017) Reducing Organizational Politics in Performance Appraisal: The Role of Coaching Leaders for Age-Diverse Employees HUMAN RESOURCE MANAGEMENT, 56 (5). pp. 769-783. ISSN 0090-4848, 1099-050X

Text Dello Russo Miraglia Borgogni2016_accepted12012016.pdf - Author Accepted Manuscript Download (515kB)

Abstract

We examined whether a supervisor's coaching leadership style predicts the perception of organizational politics in performance appraisal (OPPA ) reported by the collaborators. Additionally, we drew on social cognition and motivational life‐span development theories to hypothesize age‐related differences in perceived OPPA and its link with the coaching leadership style. Using hierarchical linear modeling (HLM ) on a sample of 576 employees and 112 leaders, we found that coaching leaders are perceived as less manipulative in their performance ratings, especially by older employees. This article includes a discussion of the implications these results have for performance management of an age‐diverse workforce.

Item Type:	Article
Uncontrolled Keywords:	age, coaching leadership, cross-level, HLM, leadership style, -organizational politics, performance appraisal, performance management
Depositing User:	Symplectic Admin
Date Deposited:	13 Feb 2018 11:05
Last Modified:	01 Mar 2026 01:47
DOI:	10.1002/hrm.21799
Related Websites:	Author Publisher
URI:	https://livrepository.liverpool.ac.uk/id/eprint/3016352
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