Authoritarian-Benevolent Leadership and Employee Behaviors: An Examination of the Role of LMX Ambivalence
According to social information processing theory and conservation of resource theory, we examine whether and how authoritarian-benevolent leadership influences employees’ proactive work behaviors (PWBs) and unethical pro-organizational behaviors (UPBs). Study 1, a survey of 351 participants, reveal...
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| Veröffentlicht in: | Journal of business ethics 2023-08, Vol.186 (2), p.425-443 |
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| creator | Chen, Lixin Weng, Qingxiong |
| description | According to social information processing theory and conservation of resource theory, we examine whether and how authoritarian-benevolent leadership influences employees’ proactive work behaviors (PWBs) and unethical pro-organizational behaviors (UPBs). Study 1, a survey of 351 participants, revealed that authoritarian-benevolent leadership was positively related to LMX ambivalence, and that LMX ambivalence was negatively related to employees’ PWBs as well as UPBs. Further, the results showed that LMX ambivalence mediated the relationship between authoritarian-benevolent leadership and employees’ PWBs as well as UPBs. We also found that dialectical thinking negatively moderated the effect of authoritarian-benevolent leadership on employee LMX ambivalence. Study 2, using manipulations in the form of scenarios, examined the mediating effect of LMX ambivalence linking authoritarian-benevolent leadership with employees’ PWBs and UPBs. We discussed the theoretical and practical implications of our findings. |
| doi_str_mv | 10.1007/s10551-022-05225-8 |
| format | Article |
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Study 1, a survey of 351 participants, revealed that authoritarian-benevolent leadership was positively related to LMX ambivalence, and that LMX ambivalence was negatively related to employees’ PWBs as well as UPBs. Further, the results showed that LMX ambivalence mediated the relationship between authoritarian-benevolent leadership and employees’ PWBs as well as UPBs. We also found that dialectical thinking negatively moderated the effect of authoritarian-benevolent leadership on employee LMX ambivalence. Study 2, using manipulations in the form of scenarios, examined the mediating effect of LMX ambivalence linking authoritarian-benevolent leadership with employees’ PWBs and UPBs. 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| subjects | Ambivalence Authoritarianism Business and Management Business Ethics Conservation Education Employee behavior Ethics Information processing Leader-member exchange Leadership Management Organizational behavior Original Paper Philosophy Quality of Life Research Social information processing Work |
| title | Authoritarian-Benevolent Leadership and Employee Behaviors: An Examination of the Role of LMX Ambivalence |
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