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How disinhibition explains reward omission leadership

Author

Listed:
  • Chris Jackson
  • Christian Criado-Perez

    (UNSW Australia Business School, Kensington, NSW, Australia)

  • Benjamin R. Walker

    (Monash University, Clayton, VIC, Australia)

  • Anar Purvee

    (University of the Humanities, Ulaanbaatar, Mongolia)

Abstract

Disinhibition is a lack of restraint manifesting as tactless, uncivil, and inappropriate behavior; reward omission leadership is the failure of a leader to reward desirable behavior. We hypothesize disinhibition is associated with reward omission leadership. We test this possibility by associating an objective measure of disinhibition and personality models of disinhibition with reward omission leadership. In S1 ( N  = 166), the go/no-go task and personality models of disinhibition were generally associated with reward omission leadership. In S2 ( N  = 176), using multi-actor ratings, personality models of disinhibition were generally associated with reward omission leadership. In S3 ( N  = 91 junior managers; 273 employees), the tested personality model of disinhibition was associated with reward omission leadership using employee ratings from a non-Western organization. Results suggest disinhibition predicts reward omission leadership and sheds light on what is meant by disinhibition. JEL Classification: D23

Suggested Citation

  • Chris Jackson & Christian Criado-Perez & Benjamin R. Walker & Anar Purvee, 2025. "How disinhibition explains reward omission leadership," Australian Journal of Management, Australian School of Business, vol. 50(3), pages 895-916, August.
    • Handle: RePEc:sae:ausman:v:50:y:2025:i:3:p:895-916
    DOI: 10.1177/03128962241270855
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    JEL classification:

    • D23 - Microeconomics - - Production and Organizations - - - Organizational Behavior; Transaction Costs; Property Rights

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