Leader Anthropomorphizing Behavior Toward Robots: Conceptualization, Measurement, and Implications for Perceived Objectification and Workplace Deviance

Abstract

As robots become more integrated into the workplace, leaders are increasingly engaging in behaviors that anthropomorphize robots. Given that this form of leader behavior remains undertheorized, we conceptualize it as leader anthropomorphizing behavior toward robots (LABR)—an observable behavior through which leaders endow robots with human-like characteristics. Although practical wisdom and previous studies have highlighted a prevailing optimism about adopting LABR to manage human–robot teams, such optimism may be premature. Drawing on objectification theory, we develop a model that uncovers the detrimental effects of LABR on employees who observe such behavior. To test our model, we developed and validated a LABR scale (Study 1) and conducted five subsequent studies (Studies 2a–5) using vignette-based experiments and field surveys. The results showed that employees who observed LABR were more likely to perceive themselves as being objectified by their leaders, which in turn increased their likelihood of engaging in workplace deviance. By theorizing LABR and revealing its potential dark sides, we contribute to the literature on leader behavior, robot anthropomorphism, human–robot teams, and objectification.