The interacting effect of leaders’ development orientation and authoritarianism: A scenario experiment

• Main Authors: Yi-Ting Chen, 陳依婷
• Other Authors: An-Chih Wang
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/sdb2vg

碩士 === 國立中山大學 === 人力資源管理研究所 === 106 === Leader authoritarianism is one of the most distinctive leadership styles in Chinese organizations and has so far been used by many successful Chinese leaders. However, most of the extant literature pointed out that it would lead to negative results on subordinates’ outcomes. In the light of this, present studies have tried to clarify the contradiction between research and practice. Deriving from the developmental leadership model, development orientation is believed to bring positive subordinate reactions. Hence, this study attempts to find out the positive impact of leader authoritarianism and uses development orientation as a moderator between leader authoritarianism and subordinates’ responses. It proposed that when leaders adopt development orientation, it will transfer subordinates’ interpretation of leader authoritarian toward positive direction. This study adopts a scenario experiment, manipulating the situation in the research questionnaires, which have been distributed by means of random assigned URL and result in 135 valid samples from various industries. To extend the theoretical framework of developmental leadership and explore the scope of leader authoritarianism, this study uses ANOVA analysis to test the interacting effect of development orientation and authoritarianism. The results indicate that leader’s development orientation can cause positive impact on subordinates’ task performance and supervisor-directed OCB, regardless of the leaders with high or low authoritarianism. Based on the results, this study suggested that leaders with high authoritarianism show development orientation if they want to improve subordinates’ task performance and supervisor-directed OCB.