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Article
Publication date: 21 January 2020

The purpose of this study is to examine the relationships between authoritarian leadership and OCBS and authoritarian leadership and organizational deviance.

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Abstract

Purpose

The purpose of this study is to examine the relationships between authoritarian leadership and OCBS and authoritarian leadership and organizational deviance.

Design/methodology/approach

Data was gathered from the responses to a questionnaire survey of 240 employee- supervisor pairs in four manufacturing and three service organizations in Pakistan.

Findings

The results suggest that authoritarian leadership and OCBS do have a curvilinear relationship and moderate levels of authoritarian leadership minimize organizational deviance. A benevolent climate has a positive moderating effect on the curvilinear relationship between authoritarian leadership and OCBS but does not have a moderating effect on the curvilinear relationship between authoritarian leadership and organizational deviance.

Practical implications

Moderate use of authoritarian leadership should be utilized to maximize OCBS and minimize organizational deviance and a climate of benevolence in the workplace should be developed to strengthen bonds and optimize performance.

Originality/value

This paper has an original approach in examining a curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.

Details

Human Resource Management International Digest , vol. 28 no. 3
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 2 February 2024

Mervat Elsaied

This study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in…

Abstract

Purpose

This study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in this relationship.

Design/methodology/approach

The data were obtained from 398 frontline service employees and their immediate supervisors at 25 five-star hotels. Data were collected on different occasions.

Findings

The results indicate that authoritarian leadership has a positive and significant relationship with organizational deviance. We also conclude that emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

Research limitations/implications

The present research suggests that managers can decrease emotional exhaustion and, consequently, organizational deviance, by avoiding an authoritarian leadership style. Additionally, the theoretical and managerial implications of the present study can be utilized to reduce organizational deviance.

Originality/value

The present study adds to the existing literature on authoritarian leadership, emotional exhaustion and organizational deviance by offering a possible explanation for how emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

Details

Journal of Management Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0262-1711

Keywords

Book part
Publication date: 12 October 2011

Helgard Kramer

Following Lakatos' strategy of a rational reconstruction of science, I present a concrete example of the rise and decline of a research program from the history of the social…

Abstract

Following Lakatos' strategy of a rational reconstruction of science, I present a concrete example of the rise and decline of a research program from the history of the social sciences: the authoritarian character studies of the Frankfurt School. The first version of the authoritarian character studies of the Frankfurt Institute of Social Research was based on a Marxist social and psychoanalytic theory, and included an initial empirical survey. The preliminary results of this survey motivated the Institute's just-in-time emigration from Germany in 1932, and at the same time do not fit into the later theory of the authoritarian character (1936). The second version of the authoritarian character studies (1950) gained the status of a social psychological paradigm, but soon turned into a declining research program, which came to a complete stop around 1968 as far as the Institute of Social Research was concerned. Internal and external factors combined to bring about the sudden end of the authoritarian character studies.

Details

The Diversity of Social Theories
Type: Book
ISBN: 978-0-85724-821-3

Book part
Publication date: 5 May 2023

Stelios Alfonso Panageotou

At a time when the gradual collapse of democratic norms and processes is obvious to anyone who cares to read the headlines, the tension between self and society is fertile soil…

Abstract

At a time when the gradual collapse of democratic norms and processes is obvious to anyone who cares to read the headlines, the tension between self and society is fertile soil for understanding democratic decay. While we may wish to see democracy refortified, the fact remains that citizens equipped to handle democratic practices are a necessary precondition for democratic revitalization. Yet, the deterioration of democracy suggests breakdown in the gears of democratic production of the democratic citizen. The following chapter examines a particular cancer that is antithetical to democracy and has afflicted your author – the authoritarian personality. Critical theorists and social scientists in the mid-twentieth century identified this personality disposition as one that cultivates receptivity to fascism and is today the beating heart of right-wing extremism in its particular incarnation as Trumpism. I develop the theory of the authoritarian personality as it shaped and inflamed at the familial, societal, and global levels. Contributing to the project of planetary sociology, I demonstrate how the changes occurring on the world stage incite the most pernicious and antidemocratic features of the authoritarian personality. All the while, I subject myself to critical scrutiny in order to illustrate the inner-workings of this personality disposition. Your author stands before you as a recovering authoritarian and hopes that by reading this chapter, you will begin to see authoritarianism all around you, perhaps even within yourself.

Abstract

Details

The Rise of Hungarian Populism: State Autocracy and the Orbán Regime
Type: Book
ISBN: 978-1-83867-751-0

Article
Publication date: 20 December 2022

Wisanupong Potipiroon and Orisa Chumphong

This research aims to examine the impact of authoritarian leadership on firm-level voluntary turnover among small and medium-sized enterprises (SMEs) in Thailand and asks whether…

Abstract

Purpose

This research aims to examine the impact of authoritarian leadership on firm-level voluntary turnover among small and medium-sized enterprises (SMEs) in Thailand and asks whether benevolent leadership can mitigate the adverse impact of authoritarian leadership.

Design/methodology/approach

A total of 110 owner-managers of SMEs and 951 employees in Thailand were invited to participate in the study. Tobit regression was used for analyzing aggregated data (i.e. employees' assessment of owner-managers' leadership styles) and firm-level voluntary turnover data provided by SME owner-managers.

Findings

The results showed that authoritarian leadership was positively related to voluntary turnover, whereas benevolent leadership was negatively related to voluntary turnover. Furthermore, the relationship between authoritarian leadership and voluntary turnover was moderated by benevolent leadership, such that the highest levels of voluntary turnover rates were observed among firms with high-authoritarian and low-benevolent leaders. In contrast, firms with high-authoritarian and high-benevolent leaders were not necessarily associated with high turnover rates. These results were observed for both the voluntary turnover rates of full-time and part-time employees and the weighted voluntary turnover rate.

Practical implications

These findings suggest that owner-managers of SMEs should take a balanced leadership approach to managing their employees, acting as paternalistic leaders who tread a fine line between being “strict and cold” and being “strict and warm.” They can achieve this by showing care and genuine concern for employees when enacting authority.

Originality/value

While past research has shed important light on the additive and joint effects of authoritarian and benevolent leadership styles on individual-level outcomes, this study contributes to this body of work by being among the first to show that these effects are also isomorphic at the organizational level of analysis.

Details

International Journal of Emerging Markets, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 31 August 2010

Lin Wang, Jiaxin Huang, Xiaoping Chu and Xiaohui Wang

The purpose of this paper is to investigate the antecedents of manager voice in Chinese business from the theory of plan behavior perspective. The paper focuses on how antecedents…

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Abstract

Purpose

The purpose of this paper is to investigate the antecedents of manager voice in Chinese business from the theory of plan behavior perspective. The paper focuses on how antecedents including organization‐based self‐esteem, psychological ownership, and supervisor‐subordinate guanxi influence manager voice. It also examines the cross‐level moderating effect of Chinese indigenous leadership style authoritarian leadership on the relationships between antecedents and manager voice.

Design/methodology/approach

A literature review on manager voice, organization‐based self‐esteem, psychological ownership, supervisor‐subordinate guanxi, and authoritarian leadership provided the model and hypothesis. Using a sample of 262 supervisor‐subordinate dyads collected in Chinese business, a cross‐level analysis was conducted to test the model and hypothesis.

Findings

The results of hierarchical linear modeling show that on a individual level, in comparison with the organization‐based self‐esteem and psychological ownership, supervisor‐subordinate guanxi is a more critical factor influencing manager voice; on a group level, authoritarian leadership is negatively related to manager voice; and authoritarian leadership moderates the relationship between the supervisor‐subordinate guanxi and the manager voice: for weak authoritarian leadership group, the positive relationship between supervisor‐subordinate guanxi and manager voice is stronger.

Research limitations/implications

It was a cross‐sectional study, and the samples were limited to Chinese business. It is necessary to replicate this research in other organization contexts. The results indicate that indigenous guanxi and authoritarian leadership significantly influence manager voice, which advances voice research in Chinese management studies.

Practical implications

Results of the study suggest top Chinese business leaders should strengthen the interpersonal relationship between supervisors and subordinates in order to encourage manager voice. Moreover, the top leaders should change their authoritarian leadership to facilitate voice behavior.

Originality/value

The paper is original in its investigation on how Chinese indigenous organizational factors – guanxi and authoritarian leadership – influence manager voice. The paper also explains the relationships between antecedents and manager voice from a cross‐level perspective.

Details

Chinese Management Studies, vol. 4 no. 3
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 4 January 2022

Hanifi Parlar, Muhammet Emin Türkoğlu and Ramazan Cansoy

This study aims to explore the relationship between authoritarian leadership and commitment and the mediating roles of silence and trust in school principals.

Abstract

Purpose

This study aims to explore the relationship between authoritarian leadership and commitment and the mediating roles of silence and trust in school principals.

Design/methodology/approach

This study employed a cross-sectional design to illustrate the relationships among authoritarian leadership, trust in the principal, silence and affective commitment using path analysis evidence provided by 409 K–12 teachers.

Findings

The findings revealed that authoritarian leadership indirectly affected teacher commitment through trust in the principal and acquiescent silence. Furthermore, trust in the principal played a partial mediating role between authoritarian leadership and defensive silence. Authoritarian leadership behaviours decreased teachers' affective commitment by decreasing trust in the principal and increasing organisational silence.

Originality/value

Although leadership and culture have been studied intensively in recent years, authoritarian leadership, which is more commonly seen in Eastern societies, has been less studied in school contexts in the Middle East and Asia. Thus, this study contributes to the literature by examining the factors that might influence affective commitment in schools in an urban setting: authoritarian leadership, silence and trust in school principals.

Details

International Journal of Educational Management, vol. 36 no. 1
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 28 August 2020

Yajun Zhang, Peiran Gao, Junwei Zhang and Lu Lu

User resistance to change has been identified as a significant cause of information system (IS) implementation failure. Previous studies have proposed antecedents of user…

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Abstract

Purpose

User resistance to change has been identified as a significant cause of information system (IS) implementation failure. Previous studies have proposed antecedents of user resistance to change. However, whether project leadership (e.g. authoritarian leadership) can lead to user resistance to change remains unclear. By drawing on project leadership, affective event theory and contingency theory of leadership, the authors address this void by empirically examining whether authoritarian leadership can lead to user resistance to change through the mediation of negative emotion and whether the magnitude of this mediation depends on the power distance level.

Design/methodology/approach

This study examines the authors’ research model that integrates authoritarian leadership, negative emotion, power distance and user resistance to change using data from a matched-pair survey of 278 users and their supervisors involved in IS project implementation in China.

Findings

Negative emotion plays a mediating role in the relationship of authoritarian leadership and user resistance to change. In addition, power distance moderates the relationship between authoritarian leadership and negative emotion and the indirect effect of authoritarian leadership on user resistance to change in IS project implementation through negative emotion.

Originality/value

The authors’ research provides a comprehensive understanding of the antecedents of user resistance to change in IS project implementation and ultimately contributes to the IS project implementation literature and practice.

Details

Industrial Management & Data Systems, vol. 120 no. 10
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 30 April 2020

C. Muhammad Siddique, Hinna Fatima Siddique and Shama Urooj Siddique

This study has two primary objectives: (1) to shed light on the mechanism by which authoritarian leadership unfolds its impact on such critical aspects of subordinates' work lives…

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Abstract

Purpose

This study has two primary objectives: (1) to shed light on the mechanism by which authoritarian leadership unfolds its impact on such critical aspects of subordinates' work lives as job satisfaction and in-role performance and (2) to identify the moderating conditions which place limits on the impact of authoritarian leadership on work outcomes.

Design/methodology/approach

Data were collected on 552 supervisor-subordinate dyads from the United Arab Emirates. A series of research hypotheses were tested using a mixed-method statistical approach, including CFA and moderated hierarchical regression analysis.

Findings

As predicted, authoritarian leadership exerts negative impact on subordinates' job satisfaction and performance through poor quality LMX and weak employee organizational embeddedness. Both LMX and employee embeddedness mediated the negative relationship between authoritarian leadership and outcome measures while power distance moderated the relationship of authoritarian leadership with LMX and employee organizational embeddedness. Low power distance orientation was found to exacerbate the negative impact of authoritarian leadership on the quality of both LMX relationships and employee embeddedness.

Research limitations/implications

The study shares limitations of most studies cast in the survey research design.

Practical implications

The findings underscore the importance of work environment in nurturing high quality LMX relationships and employee organizational embeddedness to buffer the negative effect of authoritarian leadership on subordinates' job satisfaction and performance. In high power distance cultures where workplace inequality is largely rationalized, subordinates who perceive their leaders as authoritarian tend to show low job satisfaction and poor in-role performance. These findings illustrate the importance of management intervention in the early stage of recruitment and selection to attract managers receptive to egalitarian leadership approaches who can equip subordinates with appropriate resources to enhance their job satisfaction and performance outcomes.

Originality/value

The study offers valuable new insights into the mechanism by which authoritarian leadership influences work outcomes in a high-power distance culture. It represents first systematic effort in the Middle Eastern context to identify the conditions that mediate the linkage between authoritarian leadership and work outcomes. The study adds value to the literature by investigating the moderating role of power distance at the individual level of analysis. It detects significant differences in subordinates' perception of power inequality in the workplace in a culture viewed as a high-power distance culture and illustrates how such differences in turn shape the quality of LMX and employee organizational embeddedness.

Details

Journal of Strategy and Management, vol. 13 no. 3
Type: Research Article
ISSN: 1755-425X

Keywords

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