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Authoritarian leadership, organizational citizenship behavior, and organizational deviance

Authoritarian leadership, organizational citizenship behavior, and organizational deviance The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance.Design/methodology/approachThe authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan.FindingsEmployees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations.Research limitations/implicationsThe authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance.Practical implicationsThis study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance.Originality/valueThe two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Authoritarian leadership, organizational citizenship behavior, and organizational deviance

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0143-7739
DOI
10.1108/lodj-08-2018-0313
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance.Design/methodology/approachThe authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan.FindingsEmployees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations.Research limitations/implicationsThe authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance.Practical implicationsThis study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance.Originality/valueThe two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Jul 31, 2019

Keywords: Organizational deviance; Authoritarian leadership; Curvilinear; Benevolent climate; Supervisor-directed OCB

References