The Allure of Tyrannical Leaders: Moral Foundations, Belief in a Dangerous World, and Follower Gender

What explains followers’ attraction to tyrannical leaders? They systematically coerce, belittle, and manipulate, often at the expense of subordinates’ mental and physical well-being and their organization’s long-term interests. To help address the question, we examine the tendencies of people who view the tyrannical leader prototype (characterized by domineering, pushy, manipulative, loud, conceited, and selfish traits) as a component of effective leadership (Epitropaki and Martin in J Appl Psychol 89:293–310, 2004; Foti et al. in Leadersh Q 23:702–717, 2012). Specifically, we apply moral and evolutionary psychology to propose and empirically test a mediation model in which belief in a dangerous world (Altemeyer in Enemies of freedom: understanding right-wing authoritarianism. Jossey-Bass, San Francisco, 1988) links positively with endorsement of the tyrannical leader traits, as mediated through the binding components (loyalty, authority, and sanctity) of moral foundations theory (Graham et al. J Pers Soc Psychol 101:366–385, 2011). Regarding gender, our model proposes that the link between the binding foundations and tyrannical leadership endorsement is stronger among males than females. Our overall model was supported across two independent samples of working adults; we also anticipated and found a direct negative association between the individualizing moral foundations (care and harm) and endorsement of the tyrannical prototype. These findings provide insights into the circumstances under which tyrannical traits are viewed as part of effective leadership.