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Authoritarian leadership styles and performance: a systematic literature review and research agenda

Author

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  • Elia Pizzolitto

    (University G. D’Annunzio–Chieti-Pescara)

  • Ida Verna

    (University G. D’Annunzio–Chieti-Pescara)

  • Michelina Venditti

    (University G. D’Annunzio–Chieti-Pescara)

Abstract

Although authoritarian leadership styles are often associated with negative performance, work climate deterioration, increased power distance, and centralized control, contradictory empirical evidence has emerged in the literature. In this paper, we perform a systematic literature review with three aims: (1) understand the effects of authoritarian leadership styles on performance, (2) study the temporal and geographical evolution of the scientific debate, and (3) establish a research agenda for the future. The results show that in the last two decades, the interest for the field has shifted from Western to Eastern countries. Moreover, many authors encourage leaders to increase or decrease their degree of authoritarian leadership depending on the context to more effectively connect leadership with performance. Therefore, leadership should be studied in light of a more complex approach that considers hybrid leadership styles and their effects on performance. Finally, we discuss our study’s limitations and managerial implications.

Suggested Citation

  • Elia Pizzolitto & Ida Verna & Michelina Venditti, 2023. "Authoritarian leadership styles and performance: a systematic literature review and research agenda," Management Review Quarterly, Springer, vol. 73(2), pages 841-871, June.
    • Handle: RePEc:spr:manrev:v:73:y:2023:i:2:d:10.1007_s11301-022-00263-y
    DOI: 10.1007/s11301-022-00263-y
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