The study surveyed more than 3,800 senior managers — vice presidents and above — as well as their chief executives at public companies with at least $50 million in annual sales over a period of three years. Westphal and his co-authors, Michigan PhD student Gareth Keeves and University of Texas at San Antonio professor Michael L. McDonald, asked the top managers about their interactions with the chief executive, how often they agreed with their boss or made flattering comments to him, as well as open-ended questions about the kinds of remarks they had made in conversations with journalists about their chief executive, on or off the record. The chief executives were also asked about how often their managers in the study complimented them or agreed with their views.

Their hypothesis — that more flattery would lead to greater bitterness and, therefore, more carping about their chief executive to third parties — turned out to be true. Writing in HBR, the researchers said the size of the effect was “large,” and that an increase in compliments to the chief executive was associated with an increase in resentment. In addition, higher levels of indignation were linked with more reported swipes at the chief executive when they were talking with reporters. A two-point increase in resentment, they wrote, was linked with about a doubling in the amount of criticism.

The researchers did not look for nasty on-the-record quotes from the managers about their bosses in subsequent news articles — something that doesn’t happen often in the carefully controlled world of corporate communications — and Westphal acknowledges it’s possible managers mis-recalled some of what they said to reporters. But the researchers did look at the overall tone and tenor of articles in subsequent months and had coders examine each sentence for negative commentary about the chief executive.