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Impact of Petty Tyranny on Alienation from Work: Role of Self-Esteem and Power-Distance

Author

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  • S. Akhtar

    (Capital University of Science and Technology)

  • K. Shaukat

    (Capital University of Science and Technology)

Abstract

Petty tyranny is the leadership type where leaders lord their power on others mainly on their subordinates. The main purpose of this study is to check the relationship between petty tyranny and work alienation through self esteem in the health sector of Pakistan. The model of the present study proposes that petty tyranny leads to work alienation impacting the self esteem level. The other purpose of the study is to check whether power distance acts as a moderator affecting the direct relation of petty tyranny and work alienation or not. The data for the present study is collected from the health sector of Pakistan. Adopted questionnaires are used for data collection and the sample size is 203. Results show that self esteem mediates the relationship between petty tyranny and work alienation. However, the study shows some unusual and unexpected results for power distance in the health sector of Pakistan. According to the results, power distance does not moderate the relationship between petty tyranny and work alienation. The possible reason can be that in Pakistan people consider tyrannical leader as role models and they consider leaders tyrannical behavior as a normal behavior, therefore the high power distance culture neither increases nor decreases the affect of petty tyranny on work alienation.

Suggested Citation

  • S. Akhtar & K. Shaukat, 2016. "Impact of Petty Tyranny on Alienation from Work: Role of Self-Esteem and Power-Distance," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 17(3), pages 275-285, September.
    • Handle: RePEc:spr:gjofsm:v:17:y:2016:i:3:d:10.1007_s40171-016-0126-4
    DOI: 10.1007/s40171-016-0126-4
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    References listed on IDEAS

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    1. James Avey & Michael Palanski & Fred Walumbwa, 2011. "When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior," Journal of Business Ethics, Springer, vol. 98(4), pages 573-582, February.
    2. Ashforth, Blake E., 1989. "The experience of powerlessness in organizations," Organizational Behavior and Human Decision Processes, Elsevier, vol. 43(2), pages 207-242, April.
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