This dissertation explored expression of anger in the workplace through two experiments that varied in terms of the gender of the person expressing the anger, the frequency of the anger, and the object of the anger. Subjects reviewed resumes and performance reviews that they were told belonged to two consultants competing for the same promotion. Consultants who were said to express anger frequently were less likely to be promoted than neutral consultants. They also suffered social consequences, like being rated as less pleasant. Consultants who expressed anger a single time suffered social consequences (albeit less severe than those experienced by the frequently angry individuals) compared to neutral consultants, but their promotional outcomes were less affected. When respondents were given the option to promote both the neutral consultant and the angry consultant, most subjects chose to do so. The Study 1 results were based on an undirected expression of anger; Study 2 respondents were told that the anger was directed at a subordinate. A single instance of directed anger was more damaging to social and promotional outcomes than a single instance of undirected anger. Few gender effects were observed in either study, and the gender effects that were observed tended to favor females.