The virtue of a controlling leadership style: Authoritarian leadership, work stressors, and leader power distance orientation

IF 4.9 2区管理学 Q1 MANAGEMENT

Asia Pacific Journal of Management Pub Date : 2022-11-19 DOI:10.1007/s10490-022-09860-7

Leni Chen, Xu Huang, Jian-min Sun, Yuyan Zheng, Les Graham, Judy Jiang

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Abstract

We developed and tested a theoretical model showing that authoritarian leadership has both positive and negative influences on employees’ work performance. We posited that authoritarian leadership may shape both challenge stressors and hindrance stressors, which compel and undermine in-role and extra-role performance, respectively. We found consistent results across two studies. In Study 1, our results from two samples in different cultures showed that authoritarian leadership was positively related to objective performance (Sample 1: n = 402 Chinese chain restaurant managers) and extra-role performance (Sample 2: n = 369 U.K. police officers) via challenge stressors. Authoritarian leadership was negatively related to objective performance and extra-role performance via hindrance stressors. In Study 2 (n = 195 Chinese power industry employees), we replicated the findings of Study 1. Further, we found that authoritarian leadership behaviors among leaders who scored low on power distance orientation were not negatively related to in-role and extra-role performance via hindrance stressors.

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控制型领导风格的优点:专制型领导、工作压力源和领导权力距离导向

我们建立并检验了一个理论模型，该模型表明威权型领导对员工的工作绩效既有积极影响，也有消极影响。我们假定，专制型领导可能会形成挑战性压力源和阻碍性压力源，这两种压力源分别会迫使和削弱角色内和角色外的工作绩效。我们在两项研究中发现了一致的结果。在研究 1 中，我们从两个不同文化背景的样本中得出的结果显示，通过挑战压力源，专制型领导与客观绩效（样本 1：n = 402 名中国连锁餐厅经理）和角色外绩效（样本 2：n = 369 名英国警察）呈正相关。专制型领导通过阻碍压力源与客观绩效和角色外绩效呈负相关。在研究 2（n = 195 名中国电力行业员工）中，我们重复了研究 1 的结果。此外，我们还发现，在权力距离取向上得分较低的领导者的独裁式领导行为与角色内和角色外绩效并没有通过阻碍压力源产生负相关。

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来源期刊

Asia Pacific Journal of Management MANAGEMENT-

CiteScore

9.70

自引率

9.30%

发文量

期刊介绍： The Asia Pacific Journal of Management publishes original manuscripts on management and organizational research in the Asia Pacific region, encompassing Pacific Rim countries and mainland Asia. APJM focuses on the extent to which each manuscript addresses matters that pertain to the most fundamental question: “What determines organization success?” The major academic disciplines that we cover include entrepreneurship, human resource management, international business, organizational behavior, and strategic management. However, manuscripts that belong to other well-established disciplines such as accounting, economics, finance, marketing, and operations generally do not fall into the scope of APJM. We endeavor to be the major vehicle for exchange of ideas and research among management scholars within or interested in the broadly defined Asia Pacific region.Key features include: Rigor - maintained through strict review processes, high quality global reviewers, and Editorial Advisory and Review Boards comprising prominent researchers from many countries. Relevance - maintained by its focus on key management and organizational trends in the region. Uniqueness - being the first and most prominent management journal published in and about the fastest growing region in the world. Official affiliation - Asia Academy of ManagementFor more information, visit the AAOM website:www.baf.cuhk.edu.hk/asia-aom/ Officially cited as: Asia Pac J Manag