Support for autocratic leadership: Context, culture, and transmission

2021 ◽  
Vol 2021 (1) ◽  
pp. 12876
Author(s):  
Sirio Lonati
Keyword(s):  
Autocratic Leadership ◽  
Leadership Context

A Cross-Level Theoretical and Empirical Model of Positive Emotions, Leader Identification, and Leader–Member Exchange

2021 ◽  
Vol 20 (3) ◽  
pp. 124-135
Author(s):  
Chongrui Liu ◽  
Cong Wang ◽  
Yan Liu ◽  
Xuran Liu ◽  
Yuan Ni
Keyword(s):  
Positive Emotions ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Member Exchange ◽  
Leadership Context ◽  
Broaden And Build Theory ◽  
Mediating Factor ◽  
The Relationship ◽  
Moderating Role

Abstract. Although leader–member exchange (LMX) has been widely studied, knowledge about how followers influence the LMX process remains unknown. By integrating the broaden-and-build theory (BBT) with the emotion as social information (EASI) theory, we develop a follower-centric multilevel model to investigate how followers' positive emotions have an impact on LMX via the mediating role of leader identification and the moderating role of leaders' positive emotions. We conducted a survey with 319 Chinese employees from 67 teams. The results indicated that leader identification served as a mediating factor in the relationship between followers' positive emotions and LMX. The work unit leaders' positive emotions strengthened the relationship between leader identification and LMX and moderated the mediated relationship among followers' positive emotions, leader identification, and LMX. Altogether, our findings inform new knowledge in terms of how followers may influence the development of LMX. We also help to extend the BBT and the EASI theory to the leadership context.

Toward a Model of Brand Creation for International Large-Scale Sporting Events: The Impact of Leadership, Context, and Nature of the Event

2008 ◽  
Vol 22 (5) ◽  
pp. 526-549 ◽  
Author(s):  
Milena M. Parent ◽  
Benoit Séguin
Keyword(s):  
Large Scale ◽  
Sporting Events ◽  
Related Factors ◽  
Initial Event ◽  
Leadership Group ◽  
Leadership Context ◽  
The Impact ◽  
Communication Paths ◽  
Brand Creation

The purpose of this study was to develop a model of brand creation for one-off large-scale sporting events. A case study of the 2005 Montreal FINA (Fédération Internationale de Natation) World Championships highlighted the importance of the leadership group (which must include individuals with political/networking, business/management, and sport/event skills), the context, and the nature of the event for creating the event’s brand. The importance of each aspect is suggested to vary depending on the situation. For example, the lack of an initial event brand will result in the leadership group having the greatest impact on the event’s brand creation process. Findings also highlighted differing communication paths for internal and external stakeholders. Thus, this study contributes to the literature by focusing on brand creation and its related factors instead of the management and outcomes of a brand.

scholarly journals The Impact of Autocratic Leadership on Disruptive Political Behavior, Moderating the Relationship of Abusive Supervisory Behavior and Mediating the Relationship of Employee’s Perception of Job Insecurity

2020 ◽  
Vol 12 (6) ◽  
pp. 57
Author(s):  
Asif Hussain ◽  
Xue Yang ◽  
Lu Yali ◽  
Asma Ibrahim ◽  
Samina Hussain
Keyword(s):  
Political Behavior ◽  
Job Insecurity ◽  
Pearson Correlation ◽  
Middle Level ◽  
Mediating Effect ◽  
Employee Perception ◽  
Autocratic Leadership ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

This study examines the impact of Autocratic leadership on Disruptive Political Behavior with the moderating effect of Abusive Supervisory Behavior and the mediating effect of Employee Perception of Job Insecurity. It examines the employee perception of job insecurity while working in an autocratic culture and the political strategies which an employee chooses to cope up with such insecurities. The data was collected through a structured questionnaire from a sample of 248 employees which include middle-level managers, front-line managers, and their employees. Pearson correlation test was used to establish the relationship between variables. Findings reveal the existence of a significant positive relationship between the variables. Result also prove that there is a significant positive moderation of abusive supervisory behavior between the relationship of autocratic leadership and employee perception of job insecurity, and shows partial significance with mediating effect of employee perception of job insecurity with the relation of autocratic leadership and disruptive political behavior. The study concludes with a discussion and future directions.

scholarly journals Leadership Styles of Hospital Nurses: Impacts on the Work Process and Organizational Climate

2021 ◽  
Vol 1 (3) ◽  
Author(s):  
Abi Rached CD
Keyword(s):  
Organizational Climate ◽  
Leadership Styles ◽  
Leadership Style ◽  
Well Being ◽  
Hospital Environment ◽  
Hospital Nurses ◽  
Work Process ◽  
Corporate World ◽  
Autocratic Leadership ◽  
Nursing Professionals

Introduction: The kinds of leadership have been discussed not only in academia but in the corporate world. It has been observed that some types have negatively influenced the organizational environment and the work process. Objective: To analyze the leadership practiced by nursing professionals within the hospital environment and their impacts on the work process and organizational climate. Methods: This is a scoping review whose objective was to map the main concepts about leadership styles and influence, examining and summarizing the existing research gaps. The following databases were used: MEDLINE, LILACS, IBESCS, PUBMED, and ENDENF. Results: Twenty nine articles were selected. The autocratic leadership style was the most cited as unfavorable for maintaining a favorable organizational climate for workers' welfare. Conclusion: It is believed that the leadership practiced by the nurse influences positively or negatively on the corporate environment and well-being at work.

scholarly journals The impact of public managers' leadership styles on results-based planning practices in Vietnam

2021 ◽  
Author(s):  
◽  
Ha Pham
Keyword(s):  
Leadership Styles ◽  
Leadership Behaviors ◽  
Organizational Factors ◽  
Public Organizations ◽  
Managerial Leadership ◽  
Public Managers ◽  
Mixed Method Design ◽  
Autocratic Leadership ◽  
The Impact

<p>Over past decade, there has been increased use of results-based management in Vietnam and other countries, but little empirical research exists on results-based planning (RBP) in the planning functions of public organizations. Some experiences suggest that managerial leadership may be among the determinants of success, affecting whether and how RBP is used. This thesis answers the following question: What is the impact of leadership styles by public managers on the practices of RBP?  Using empirical observations of current RBP in Vietnamese public organizations and a multiphase mixed method design, this study finds that transformational, transactional, and autocratic leadership styles are often concurrent among public managers (but in varying intensities), and these ‘combined’ leadership styles have a direct, positive, and strong effect on the use and outcomes of RBP practices. This study also finds that leadership effects on RBP are stronger than other organizational factors examined (RBP-related training, bureaucratic culture, funding). Furthermore, among three components of these combined leadership styles, transformational leadership has the greatest contribution to the higher performance of RBP practices. The findings of this research also show the specific leadership behaviors by public managers that are most associated with the increased RBP.  This study contributes to the literature by offering empirical evidence of the role of leadership in deploying reforms such as results-based planning in a context of a developing country. It also provides public organizations with knowledge of leadership styles for implementing such reforms.</p>

scholarly journals Leadership styles and Its Impact on Employee Performance with a mediating effect of Organizational Commitment, An empirical study of NHA, Pakistan.

2020 ◽  
Vol V (III) ◽  
pp. 40-48
Author(s):  
Bushra Alvi ◽  
Aftab Haider ◽  
Tauqeer Ahmed
Keyword(s):  
Organizational Commitment ◽  
Negative Impact ◽  
Positive Impact ◽  
Employee Performance ◽  
Mediating Effect ◽  
Working Environment ◽  
Democratic Leadership ◽  
National Highway ◽  
Autocratic Leadership ◽  
The Relationship

The study was conducted to investigate the relationship between autocratic and democratic leadership on employee performance through the mediation of organizational commitment in National Highway Authority Islamabad head office. The inquiry was conducted in a natural working environment of an organization where respondents are situated/located, that is a filed study. Simple random sampling technique was used to carry out the research using structured questionnaires which were adopted from other researcher's studies. The questionnaires were based on five-point Likert scale measuring autocratic leadership, democratic leadership, Organizational Commitment, and employee performance. 217 questionnaires were distributed among middle-level employees of National Highway Authority out of which all 217 were useable. The data was analyzed using SPSS. The descriptive statistics indicated that autocratic leadership has a negative impact on employee performance but does show the significant effect with that the other variable democratic leadership shows a significant positive impact on employee performance whereas organizational commitment does mediate the relationship between independent variables i-e Autocratic leadership, Democratic leadership and dependent variable i-e Employee Performance. Recommendations to improve employee performance under this study are provided to the organization.

IMPACT OF LEADERSHIP STYLES ON EMPLOYEE PERFORMANCE: A MODERATING ROLE OF GENDER

2020 ◽  
Vol 5 (12) ◽  
pp. 27-52
Author(s):  
Omkar Dastane
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Multinational Corporations ◽  
Online Survey ◽  
Employee Performance ◽  
Future Research ◽  
Democratic Leadership ◽  
Autocratic Leadership ◽  
Laissez Faire ◽  
The Impact

The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in �female� compared to �male�. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.

Do Jamaican Principals' Leadership Styles Correlate to Violence in School?

2017 ◽  
pp. 75-99
Author(s):  
Jerome Miller-Vaz
Keyword(s):  
High School ◽  
Young People ◽  
Secondary Schools ◽  
Leadership Styles ◽  
School Environment ◽  
Significant Positive Correlation ◽  
Democratic Leadership ◽  
Correlational Design ◽  
Autocratic Leadership ◽  
High School Environment

The increase of violence among young people in the high school environment has become a concern among parents and educators alike. A study was designed to address whether there is a relationship between the leadership styles of principals and violence in secondary schools in rural Jamaica. Based on a correlational design survey of 414 teachers from 61 schools in five parishes, seven leadership styles were correlated with the amount of violence at each school. The result showed that there was a statistically significant positive correlation (r = 0.88) at the p < .05 level was observed in autocratic leadership in the Parish of St. Ann. A moderate significant correlation was recorded in St. Catherine in democratic leadership (r = -52) at the level of p < 0.01.

Sign in / Sign up

Export Citation Format

Share Document