In a fourth study, MBA students watched a video clip of a job interview. The applicant was asked to describe a negative event, such as an office presentation that went wrong. In one case, the applicant exuded anger about the event. In another tape, the applicant said he felt guilty and sad that people had been let down. The MBA students were asked if they would hire the applicant they had just seen.
Anger leads to perceptions of capability.
In the three studies that did not involve Clinton, Tiedens asked why the angry leaders were favored. Participants said they saw them as being highly competent. At the same time, participants said those expressing sadness or guilt were viewed as likable and warm, though not chosen for leadership. The question is whether those are the only characteristics that should matter. Anger can be useful.