Drawing on a contagion-interpretation model of leader affective displays and leader effectiveness, the purpose of this paper is to examine the effects of leaders’ angry feedback on followers’ cognitive and affective reactions, and ultimately, perceived leader effectiveness across different cultural contexts.,In this paper, two experimental studies were conducted with a total of 528 participants.,The results revealed a culturally divergent cognitive effect: in Western cultures where vertical collectivism is low, leaders’ angry feedback reduced followers’ inferred developmental intention and subsequently, perceived leader effectiveness, whereas in East Asian cultures where vertical collectivism is high, leaders’ angry feedback reduced the two variables to a lesser extent or did not have any effect. In contrast, there was a culturally convergent emotional effect: the impact of leaders’ angry feedback on followers’ negative emotions and subsequently, perceived leader effectiveness was the same, regardless of the level of vertical collectivism.,This research is the first to demonstrate that culture – in particular, the dimension of vertical collectivism – has different impacts on the two mechanisms (i.e. cognitive and affective) through which leader’s angry feedback influences followers’ perceived leader effectiveness.

中文翻译：

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“我知道你的意图很好，但我仍然感到难过”

本文基于领导者情感展示和领导者有效性的传染解释模型，旨在研究领导者的愤怒反馈对跟随者的认知和情感反应的影响，并最终考察在不同文化背景下感知到的领导者有效性。本文进行了两项实验研究，共有528名参与者。结果揭示了一种文化上的差异性认知效应：在垂直集体主义程度较低的西方文化中，领导者的愤怒反馈降低了追随者的推断发展意向，继而导致了感知的领导者有效性，而在垂直集体主义很高的东亚文化中，领导人的愤怒反馈将这两个变量减少的程度较小或没有任何作用。相反，