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How despotic leadership jeopardizes employees' performance: the roles of quality of work life and work withdrawal

Shazia Nauman (Riphah School of Business and Management, Riphah International University - Lahore Campus, Lahore, Pakistan)
Connie Zheng (Centre for Workplace Excellence, University of South Australia, Adelaide, Australia)
Ameer A. Basit (School of Business, GIFT University, Gujranwala, Pakistan)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 12 November 2020

Issue publication date: 22 January 2021

2390

Abstract

Purpose

This study contributes to the leadership literature by examining how and when despotic leadership jeopardizes employees' performance. Specifically, we examine whether employees' job performance could be harmed by despotic supervision through employees' work withdrawal behaviour. Moreover, we investigate whether the quality of work-life (QWL) helps in toning down the harmful effects of despotic supervision on work withdrawal.

Design/methodology/approach

We used a multi-wave research design with data collected from 195 employees and their supervisors working in Pakistan's manufacturing sector. At time 1, we measured the independent variable (i.e. despotic leadership) and moderator (QWL), whereas, at time-2, the mediator (work withdrawal) was tapped by the same respondent with a time interval of three weeks between them. At time 3, the outcome (supervisor-rated job performance) was assessed directly by the supervisors.

Findings

The results support the mediating effect between despotic leadership and employees' performance through an enhanced level of work withdrawal behaviour. The effect of despotic leadership on job performance via work withdrawal behaviour was found to be weaker among employees with a higher level of QWL.

Practical implications

For individuals, QWL serves as an enhancement of personal resources to deal with despotic leaders at the workplace; for organizations, our study results alert managers and leaders at the workplace to address employees' need for QWL as this positive resource may discourage work withdrawal behaviour and stimulate employees to perform well in their jobs despite facing despotic supervision.

Originality/value

This study contributes to the leadership literature by introducing work withdrawal as an underlying mechanism to explain the despotic leadership – job performance relationship. Further, we examined how the harmful effects of despotic leadership can be toned down through the moderating variable of QWL thus having practical implications for both employers and employees.

Keywords

Citation

Nauman, S., Zheng, C. and Basit, A.A. (2021), "How despotic leadership jeopardizes employees' performance: the roles of quality of work life and work withdrawal", Leadership & Organization Development Journal, Vol. 42 No. 1, pp. 1-16. https://doi.org/10.1108/LODJ-11-2019-0476

Publisher

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Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

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