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Authoritarian Leadership and Extra-Role Behaviors: A Role-Perception Perspective

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  • Zhang, Yan
  • Xie, Yun-Hui

Abstract

Authoritarian leaders make unilateral decisions and prevail over subordinates. Such leadership, as a style of exercising formal authority and position power, may inhibit employees’ extra-role behaviors in the hierarchical role structure. We explore employees’ role perceptions to better understand how supervisors’ authoritarian leadership decreases extra-role behaviors (OCBs). Authoritarian behavior is expected to generate subordinate perceptions of role conflict, role ambiguity, and role overload, with consequent negative effects on OCB. Hypotheses are tested using data from 613 subordinate – supervisor dyads. Empirical results indicate that authoritarian leadership increases subordinate role conflict and overload which then decreases OCB. Authoritarian behavior also increases role ambiguity, but role ambiguity is not associated with OCB. The article concludes with research suggestions and practical implications.

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  • Zhang, Yan & Xie, Yun-Hui, 2017. "Authoritarian Leadership and Extra-Role Behaviors: A Role-Perception Perspective," Management and Organization Review, Cambridge University Press, vol. 13(1), pages 147-166, March.
    • Handle: RePEc:cup:maorev:v:13:y:2017:i:01:p:147-166_00
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    Cited by:

    1. Saira Begum & Enjun Xia & Khalid Mehmood & Yaser Iftikhar & Yan Li, 2020. "The Impact of CEOs’ Transformational Leadership on Sustainable Organizational Innovation in SMEs: A Three-Wave Mediating Role of Organizational Learning and Psychological Empowerment," Sustainability, MDPI, vol. 12(20), pages 1-16, October.
    2. Qiufeng Huang & Kaili Zhang & Yanqun Wang & Ali Ahmad Bodla & Duogang Zhu, 2022. "When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability," IJERPH, MDPI, vol. 20(1), pages 1-17, December.
    3. Yuyan Zheng & Les Graham & Jiing-Lih Farh & Xu Huang, 2021. "The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence," Journal of Business Ethics, Springer, vol. 170(1), pages 133-146, April.
    4. Leni Chen & Xu Huang & Jian-min Sun & Yuyan Zheng & Les Graham & Judy Jiang, 2024. "The virtue of a controlling leadership style: Authoritarian leadership, work stressors, and leader power distance orientation," Asia Pacific Journal of Management, Springer, vol. 41(2), pages 507-547, June.
    5. Dirk De Clercq & Tasneem Fatima & Sadia Jahanzeb, 2021. "Ingratiating with Despotic Leaders to Gain Status: The Role of Power Distance Orientation and Self-enhancement Motive," Journal of Business Ethics, Springer, vol. 171(1), pages 157-174, June.
    6. Lee, Jeoung Yul & Kim, Sunghoon & Noh, Shinwon & Jang, Seung Hoon & Lee, Sang Youn, 2024. "Paradoxical organizational culture, authoritarian leadership, and international firm performance: evidence from international firms in China," Journal of International Management, Elsevier, vol. 30(1).
    7. Lei Yao & Xiao-Ping Chen & Hongguo Wei, 2023. "How do authoritarian and benevolent leadership affect employee work–family conflict? An emotional regulation perspective," Asia Pacific Journal of Management, Springer, vol. 40(4), pages 1525-1553, December.

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