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

Leni Chen (), Xu Huang (), Jian-min Sun (), Yuyan Zheng (), Les Graham () and Judy Jiang ()
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Leni Chen: Hong Kong Baptist University
Xu Huang: Hong Kong Baptist University
Jian-min Sun: Renmin University of China
Yuyan Zheng: University of Surrey
Les Graham: Durham University
Judy Jiang: Hong Kong Baptist University

Asia Pacific Journal of Management, 2024, vol. 41, issue 2, No 2, 507-547

Abstract: 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.

Keywords: Authoritarian leadership; Challenge/hindrance stressor framework; Leader power distance orientation (search for similar items in EconPapers)
Date: 2024
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DOI: 10.1007/s10490-022-09860-7

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