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Deterrence Effects: The Role of Authoritarian Leadership in Controlling Employee Workplace Deviance

Published online by Cambridge University Press:  23 January 2020

Yuyan Zheng*
Affiliation:
Durham University, UK
Xu Huang
Affiliation:
Hong Kong Baptist University, China
Les Graham
Affiliation:
Durham University, UK
Tom Redman
Affiliation:
Durham University, UK
Saiquan Hu
Affiliation:
Tsinghua University, China
*
Corresponding author: Yuyan Zheng (yuyan.zheng@durham.ac.uk)

Abstract

Drawing upon two independent samples from mainland China, we propose and investigate the deterrence function of leadership behavior focused on control. We suggest that controlling leadership, specifically, authoritarian leadership, deters employees’ deviance under certain conditions. That is, authoritarian leadership thwarts employees’ interpersonal deviance behavior when leaders send clear signals of potential punishments of non-compliance by showing low leader benevolence, and when employees are highly dependent on the leaders for important work resources. Results from two independent studies largely support our key propositions. Overall, these results add to the range of possible impacts that a leader can play in decreasing employee deviance. Theoretical implications and directions for follow-up research are discussed.

摘要

摘要

基于从中国大陆收集的两个数据样本,我们研究了倾向于控制的领导行为对下属的威慑作用。我们提出,控制型领导,特别是威权领导,在一定的条件下对员工的偏差行为起到了威慑作用。具体来说,当展现较低的仁慈时,威权领导会释放明确的信号,即不遵从命令的员工会受到毫不留情的惩罚,且当员工也高度依赖领导来获取工作资源时,威权领导将有效压制员工的人际偏差行为。对两个独立研究的数据的分析结果总体证实了我们的假设。本文的结果对领导如何降低员工偏差行为提供了一种新的思路。我们进一步讨论了本文的理论贡献,并展望了未来研究的方向。

Аннотация

АННОТАЦИЯ

На основании двух независимых выборок из материкового Китая, мы предлагаем и исследуем механизмы сдерживания, которое характерно для поведения руководителя, ориентированного на контроль. Мы предполагаем, что контролирующий стиль руководства и, в частности, авторитарный стиль руководства, предотвращает нарушения сотрудников при определенных условиях. Авторитарное руководство препятствует личному девиантному поведению сотрудников в том случае, когда лидеры посылают четкие сигналы о возможных наказаниях за несоблюдение требований, демонстрируя низкую терпимость руководства, а также когда сотрудники сильно зависят от руководителей в отношении важных рабочих ресурсов. Результаты двух независимых исследований в значительной степени подтверждают наши ключевые предположения. В целом, эти результаты расширяют ряд возможных воздействий, с помощью которых руководитель может препятствовать нарушениям со стороны сотрудников. Мы обсуждаем теоретические выводы и направление для будущих исследований.

Resumen

RESUMEN

Partiendo de dos muestras independientes de China continental, proponemos e investigamos la función de la disuasión del comportamiento de liderazgo enfocado en el control. Sugerimos que el liderazgo controlador, especialmente el liderazgo autoritario, disuade la desviación bajo ciertas condiciones. Esto es, el liderazgo autoritario frustra la desviación del comportamiento interpersonal de los empleados cuando los líderes envían señales claves de castigos posibles del incumplimiento al mostrar baja benevolencia, y cuando los empleados son altamente dependientes de los líderes para obtener recursos laborales. Los resultados de estos dos estudios independientes apoyan en gran medida nuestras proposiciones. En términos generales, estos resultados se suman al rango de impactos posibles que un líder puede jugar para disminuir la desviación del empleado. Las implicaciones teóricas y las direcciones para investigación de seguimiento son discutidas.

Type
Article
Open Practices
Open data
Copyright
Copyright © 2020 The International Association for Chinese Management Research

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Footnotes

Accepted by: Senior Editor George (Zhen Xiong) Chen

The Open Data badge recognizes authors who deposit their data (and statistical code, if necessary)in an open-access repository. The data used in this study can be found at [https://osf.io/gy5qx/?view_only=f9a9ec13ff774c59a141ead5e20ae8fe]. Details about the badge are available on the journal's website.

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