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When despotic leadership is more detrimental for employee job outcomes? Role of individual-level power distance orientation

Khurram Shahzad (Riphah International University, Islamabad, Pakistan)
Farah Naz (Riphah International University, Islamabad, Pakistan)
Rimsha Iqbal (Riphah International University, Islamabad, Pakistan)
Richa Chaudhary (Department of Humanities and Social Sciences, Indian Institute of Technology Patna, Patna, India)

Journal of Organizational Effectiveness: People and Performance

ISSN: 2051-6614

Article publication date: 28 June 2024

97

Abstract

Purpose

Using social exchange and power-dependence theories, this study advances the emergent debate on the dark side of leadership by examining the impact of despotic leadership style on employees’ supervisor-rated job performance, job satisfaction and turnover intention with individual-level power distance orientation as a moderator.

Design/methodology/approach

We collected multisource and time-lagged survey data in two waves from 65 leaders and 300 subordinates as paired responses working in different banks, telecom and IT companies.

Findings

It was found that employees’ exposure to despotic leadership harms their job performance and job satisfaction and has a positive effect on their turnover intention. In line with our prediction, low power distance orientation employees react more strongly to despotic leadership while high power distance orientation mitigates its effects on employee job outcomes.

Practical implications

Despotic behavioral tendencies must be taken into consideration while selecting and appointing leaders. Organizational leaders should also refrain from opportunistic and exploitative use of their followers' efforts.

Originality/value

This study adds to the emerging literature on the dark side of leadership by examining the relationship of despotic leadership style with employee job outcomes. The unique contribution of this study is the examination of individual-level power distance orientation as the boundary condition of these relationships.

Keywords

Citation

Shahzad, K., Naz, F., Iqbal, R. and Chaudhary, R. (2024), "When despotic leadership is more detrimental for employee job outcomes? Role of individual-level power distance orientation", Journal of Organizational Effectiveness: People and Performance, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JOEPP-12-2023-0547

Publisher

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Emerald Publishing Limited

Copyright © 2024, Emerald Publishing Limited

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