Organizational formalization neutralizes the effect of leader trait anger and vision on follower trust in the leader

Purpose We integrate trait, individual differences and substitutes for leadership theories to examine how leader trait anger influences leader vision and follower trust in the leader across high versus low levels of organizational formalization. Design/methodology/approach We obtained data from two independent multi-source samples from different occupations and countries. Sample 1: leader–follower dyads ( n = 179) collected over three measurement periods from the Philippines; Sample 2: cross-correlational sample of leaders ( n = 166), their manager ( n = 166) and their followers ( n = 610) from Australia. Findings We tested our hypotheses using PROCESS (Hayes, 2018) and found that leader trait anger influenced follower trust in the leader both directly and indirectly through leader vision (Samples 1 & 2). We also found that organizational formalization neutralized the effect of leader vision on follower trust in the leader (Sample 2). Research limitations/implications While we used a time-lagged design in Sample 1, we cannot make strong causal claims as might be the case in an experimental study, for example. Practical implications Our results highlight the adverse effect of leader trait anger on perceptions of leader vision and follower trust in the leader, which we suggest should be considered in recruitment and promotion decisions. Our findings also suggest that high levels of organizational formalization may undermine the motivational effect of leader vision on followers, which should be considered in relation to organizational rules and procedures. Originality/value This research enhances our understanding of a previously unexplored boundary condition (i.e. organizational formalization) that appears to neutralize the motivational effect of leader vision. In addition, it highlights the ubiquitous effect of trait anger, in this case undermining the effectiveness of leader vision and trust in the leader, from two different observer perspectives (i.e. leaders’ followers and managers).