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Authoritarian Leadership and Extra-Role Behaviors: A Role-Perception Perspective

  • Yan Zhang (a1) (a2) and Yun-Hui Xie (a3) (a4)
Abstract
ABSTRACT

Authoritarian leaders make unilateral decisions and prevail over subordinates. Such leadership, as a style of exercising formal authority and position power, may inhibit employees’ extra-role behaviors in the hierarchical role structure. We explore employees’ role perceptions to better understand how supervisors’ authoritarian leadership decreases extra-role behaviors (OCBs). Authoritarian behavior is expected to generate subordinate perceptions of role conflict, role ambiguity, and role overload, with consequent negative effects on OCB. Hypotheses are tested using data from 613 subordinate – supervisor dyads. Empirical results indicate that authoritarian leadership increases subordinate role conflict and overload which then decreases OCB. Authoritarian behavior also increases role ambiguity, but role ambiguity is not associated with OCB. The article concludes with research suggestions and practical implications.

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Corresponding author
Corresponding author: Yan Zhang (annyan.zhang@pku.edu.cn)
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