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Article
Publication date: 11 February 2022

Shucheng Wang, Jianlin Wu, Changqing He and Jibao Gu

This research explores the influence of authoritarian leadership on employee creativity as mediated by employee creative self-efficacy, moderated by benevolent leadership

Abstract

Purpose

This research explores the influence of authoritarian leadership on employee creativity as mediated by employee creative self-efficacy, moderated by benevolent leadership and power distance.

Design/methodology/approach

A survey sample of 325 employees was collected from Chinese companies in different industries. The hypotheses were tested adopting a hierarchical regression and a bootstrapping test.

Findings

Employee creative self-efficacy partially mediated the association between authoritarian leadership and employee creativity. The negative impacts of authoritarian leadership on employee creative self-efficacy can be moderated by benevolent leadership. Additionally, the moderation effects of benevolent leadership can be moderated by power distance, which means that these moderation effects of benevolent leadership are significant only in subordinates with low levels of power distance.

Practical implications

An organization should be conscious of the perniciousness of an authoritarian leader and is better for leaders not to show contradictory behaviors to employees. Moreover, when leaders exhibit inconsistent behaviors, they should be sensitive to employee power distance.

Originality/value

Previous studies have been done to explore the predictors of employee creativity. Yet, studies for the impacts of destructive leadership styles on employee creativity are lacking. This study introduces employee creative self-efficacy as a mediator of the relationship between authoritarian leadership and employee creativity. In addition, benevolent leadership and power distance are identified as two boundary conditions to explore the impacts of authoritarian leadership.

Details

Journal of Managerial Psychology, vol. 37 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 11 November 2021

Yiming Wang, Yuhua Xie and Hua Qing Xie

The existing research rarely explains the value of authoritarian leadership in small- and medium-sized enterprises (SMEs). The purpose of this study is to explore how…

Abstract

Purpose

The existing research rarely explains the value of authoritarian leadership in small- and medium-sized enterprises (SMEs). The purpose of this study is to explore how authoritarian leadership facilitates employee followership behaviors of the SMEs in China by considering the moderating effects of cooperative goal interdependence and leader behavioral integrity.

Design/methodology/approach

This research tested hypotheses with a two-wave survey from a sample of 258 respondents from SMEs in China. Hypotheses are tested using hierarchical regression analyses.

Findings

Findings of the study have indicated the instrumental function of authoritarian leadership in facilitating employee followership behavior in SMEs. In particular, this study shows that the influence of authoritarian leadership on followership behavior was positively related when employees have high cooperative goal interdependence with authoritarian leaders, and when employees perceive a leader's high behavioral integrity.

Practical implications

The study will help SMEs to understand that authoritarian leadership should seek optimal levels of cooperative goals with employees and integrate achievement goals into their career development strategy to enhance their followership behavior. In addition, authoritarian leadership should strive to take actions consistent with their words to guarantee the relationship between achieving goals and sharing mutual goals with employees.

Originality/value

The study contributes to the literature by addressing an important yet under-researched area, i.e. the effectiveness of authoritarian leadership in SMEs. Authoritarian leadership, a demanding and controlling leadership style, is often criticized by scholars. This study elaborates on a three-way interaction implied by self-determination theory in predicting followership behavior. It specifies the different roles of two situational factors (cooperative goal interdependence and leader behavior integrity) in affecting employees' followership behavior.

Details

Management Decision, vol. 60 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 6 April 2021

ShanLiang Zhang, Xuefei Liu and Yana Du

This paper aims to explore the mechanism and boundary conditions of authoritarian leadership that influence employee innovation behavior (EIB) in Chinese culture based on…

Abstract

Purpose

This paper aims to explore the mechanism and boundary conditions of authoritarian leadership that influence employee innovation behavior (EIB) in Chinese culture based on the leader–member exchange theory and state–trait theory.

Design/methodology/approach

The authors used Mplus and SPSS to test the proposed model with data from 286 leader–employee dyads in Chinese companies. In this study, questionnaires were collected through commission and field investigation.

Findings

The results indicate that authoritarian leadership can positively influence perceived insider status and EIB within a certain range in Chinese organizational culture, although this is counterintuitive. In addition, perceived insider status has a high level of explanatory power on EIB and can mediate the relationship between authoritarian leadership and EIB. Furthermore, proactive personality can moderate the positive influence of authoritarian leadership on perceived insider status.

Originality/value

Innovation management is inseparable from the specific organizational cultural context. This paper argues that the relationship between authoritarian leadership and EIB in the context of organizational culture in China may differ from that in the west. This study constructs a unique research model and offers new insights into when and how EIB can be influenced by authoritarian leadership.

Details

Leadership & Organization Development Journal, vol. 42 no. 5
Type: Research Article
ISSN: 0143-7739

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…

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: 31 July 2019

Ali Ahmad Bodla, Ningyu Tang, Rolf Van Dick and Usman Riaz Mir

The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and…

2707

Abstract

Purpose

The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance.

Design/methodology/approach

The authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan.

Findings

Employees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations.

Research limitations/implications

The authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance.

Practical implications

This study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance.

Originality/value

The two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.

Details

Leadership & Organization Development Journal, vol. 40 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 12 March 2018

Jibao Gu, Gang Wang, Hefu Liu, Derun Song and Changqing He

The present study aims to examine how and when authoritarian leadership affects employee creativity. Based on social exchange theory and team identification literature…

2364

Abstract

Purpose

The present study aims to examine how and when authoritarian leadership affects employee creativity. Based on social exchange theory and team identification literature, the present research attempts to simultaneously explore how leader–member exchange (LMX) and team identification serve as two important mediating processes in the relationship between authoritarian leadership and employee creativity. Furthermore, this research uncovers the mechanism under which conditions the effects of authoritarian leadership will be magnified or minimized.

Design/methodology/approach

A survey has been conducted in China by using a questionnaire to collect data. The study sample consisted of 325 employees. LISREL 8.7 and SPSS 18.0 were used to test the mediating and moderating effects, respectively.

Findings

Results from 325 employees revealed that both LMX and team identification mediated the negative relationships between authoritarian leadership and employee creativity. Specifically, the relationship between two mediators was that LMX was positively related to team identification. In addition, the relationship between authoritarian leaderships and LMX and team identification was moderated by power distance, such that the negative relationships will be weaker with high power distance and stronger with low power distance.

Practical implications

First, firms and managers should recognize and take actions to reduce the negative effects of authoritarian leadership, such as effective selection system and interventional mechanisms because authoritarian leadership is important in influencing employee creativity. Second, managers are suggested to take specific actions, such as increasing communications and team-building activities, to promote LMX and team identification, thereby enhancing employee creativity. Third, managers should engage in behaviors that motivate employee creativity, such as empowerment behaviors, other than authoritarian leadership, when the employee has low power distance.

Originality/value

The primary contribution of this research is that two psychological processes (i.e. LMX and team identification) have been identified through which authoritarian leadership is related to employee creativity. Meanwhile, this study explores the relationship between LMX and team identification. Moreover, the current research deepens our understanding of power distance by empirically examining the moderating effect of power distance. Overall, the findings extend our understanding about the relationship between authoritarian leadership and employee creativity and contribute to literature on authoritarian leadership and creativity.

Details

Chinese Management Studies, vol. 12 no. 2
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: 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…

1464

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: 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'…

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

Article
Publication date: 2 January 2020

Lei Qi, Bing Liu and Kaixian Mao

In the background of the post-financial crisis era and the transition of China’s economic development, the frequent occurrence of workplace deviant behavior in the…

Abstract

Purpose

In the background of the post-financial crisis era and the transition of China’s economic development, the frequent occurrence of workplace deviant behavior in the economic field, such as stealing and bribery, caused a huge impact on the enterprise. In recent years, the deviant behavior of employees has been increased noticeably. The purpose of this study is to explore the influence of paternalistic leadership on employee deviant behavior in workplace. To have a deep understanding of the relationship between paternalistic leadership and employee deviant behavior, the author’s design rule-oriented ethical climate and self-interest-oriented ethical climate as two mediators in this research model.

Design/methodology/approach

Based on social learning theory and stressor-emotion model, this study conducts an investigation of influence mechanism between paternalistic leadership and workplace deviant behavior. Time-lagged data was collected from 226 employees from six cities in China. To test the hypothesis that the authors developed in this paper, the authors use empirical models from the existing literature about paternalistic leadership on employee deviant behavior. They establish multiple linear regressions to test the hypotheses.

Findings

This study reveals the direct effect of authoritarian leadership on employee deviant behavior and the moderated roles of benevolent leadership and moral leadership, also analysis the mediated mechanism of self-interest-oriented ethical climate and rule-oriented ethical climate. The results show that the higher the degree of authority leaders show in the organization, the easier to stimulate workplace deviance of employee, self-interest-oriented ethical climate and rule-oriented ethical climate play mediated role between authoritarian leadership and workplace deviant behavior. The interaction of benevolent leadership and moral leadership with authoritarian leadership can weaken the self-interest-oriented ethical climate but has nothing to do with rule-oriented ethical climate.

Originality/value

This study has three main contributions to the previous literature. First, this study explores the relationship between authoritarian leadership and employee workplace deviance, which could enrich the research on these negative behaviors in the Chinese context. Second, this study unpacks the “black box” in which authoritarian leadership influences employee workplace deviant behavior. Third, this study further examines the impacts of different combinations of the three factors of paternalistic leadership.

Details

Nankai Business Review International, vol. 11 no. 1
Type: Research Article
ISSN: 2040-8749

Keywords

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