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Exploring the Relationship between Despotic Leadership and Job Satisfaction: The Role of Self Efficacy and Leader–Member Exchange

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  • Xiang Zhou

    (School of Management, Guangzhou University, Guangzhou 510006, China)

  • Samma Faiz Rasool

    (Postdoctoral Station of Statistical, Guangzhou University, Guangzhou 510006, China
    School of Innovation and Entrepreneurship, Entrepreneurship Institute, Guangzhou University, Guangzhou 510006, China)

  • Jing Yang

    (School of Management, Guangzhou University, Guangzhou 510006, China)

  • Muhammad Zaheer Asghar

    (Education & ICT (e-Learning), Universitat Oberta de Catalunya, 08018 Barcelona, Spain
    Faculty of Educational Sciences, University of Helsinki, 00014 Helsinki, Finland)

Abstract

This study explores the effects of despotic leadership (DL) on employee job satisfaction (JS) using self-efficacy (SE) as a mediating variable and leader–member exchange (LMX) as a moderated variable. Building on the social learning and social exchange theory, our research proposes a research model. In this model, despotic leadership affects employee job satisfaction both directly and indirectly through self-efficacy and leader–member exchange. We used a questionnaire survey analysis approach to collect data. Data were collected from the employees of small- and medium-sized enterprises (SMEs) located in Guangdong Province, P.R. China. A pilot test of 20 participants with similar demographics as the final sample was performed to test the usability of the questionnaire. We distributed 500 questionnaires among the target population. In total, 230 usable questionnaires were returned, resulting in a response rate of 53%. To estimate the proposed relationships in the theoretical framework, we used SPSS and AMOS. The results of this study confirmed that despotic leadership has a negative impact on employee job satisfaction. Moreover, the outcomes of this study indicate that self-efficacy has a mediating effect between despotic leadership and employee job satisfaction. Similarly, the results also confirm that LMX has a moderating effect between despotic leadership and employee self-efficacy. Therefore, we conclude that the community is understanding of the mechanism of despotic leadership, identify the mechanism to effectively deal with its negative effects, broaden the relevant research on the antecedent variable of self-efficacy, and provide practical enlightenment enterprises to retain and employ people.

Suggested Citation

  • Xiang Zhou & Samma Faiz Rasool & Jing Yang & Muhammad Zaheer Asghar, 2021. "Exploring the Relationship between Despotic Leadership and Job Satisfaction: The Role of Self Efficacy and Leader–Member Exchange," IJERPH, MDPI, vol. 18(10), pages 1-20, May.
    • Handle: RePEc:gam:jijerp:v:18:y:2021:i:10:p:5307-:d:555994
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    Cited by:

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    5. Cynthia Atamba & John Kipngetich Mosonik & David Stuckler & Lincoln Jisuvei Sungu & Cornelia Melinda Adi Santoso & Halima Habuba Mohamed, 2023. "Impact of Workplace Mistreatment on Employees’ Health and Well-Being in Chinese Firms: A Systematic Review," SAGE Open, , vol. 13(4), pages 21582440231, December.
    6. Sahut, Jean Michel & Lissillour, Raphael, 2023. "The adoption of remote work platforms after the Covid-19 lockdown: New approach, new evidence," Journal of Business Research, Elsevier, vol. 154(C).
    7. Cheng-Wen Lee & Hui-Hsin Hsu & Yi Tang Hu, 2023. "Cross-Cultural Management: The Case of Taiwan-Funded Businesses Entering the Mainland Chinese Market," Advances in Management and Applied Economics, SCIENPRESS Ltd, vol. 13(6), pages 1-11.

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