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Deterrence effects : the role of authoritarian leadership in controlling employee workplace deviance.

Zheng, Y. and Huang, X. and Redman, T. and Graham, L. and Hu, S. (2020) 'Deterrence effects : the role of authoritarian leadership in controlling employee workplace deviance.', Management and organization review., 16 (2). pp. 377-404.

Abstract

Drawing upon two independent samples from mainland China, we propose and investigate the deterrence function of leadership behavior focused on control. We suggest that controlling leadership, specifically, authoritarian leadership, deters employees’ deviance under certain conditions. That is, authoritarian leadership thwarts employees’ interpersonal deviance behavior when leaders send clear signals of potential punishments of non-compliance by showing low leader benevolence, and when employees are highly dependent on the leaders for important work resources. Results from two independent studies largely support our key propositions. Overall, these results add to the range of possible impacts that a leader can play in decreasing employee deviance. Theoretical implications and directions for follow-up research are discussed.

Item Type:Article
Full text:(AM) Accepted Manuscript
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Status:Peer-reviewed
Publisher Web site:https://doi.org/10.1017/mor.2019.50
Publisher statement:This article has been published in a revised form in Management and organization review https://doi.org/10.1017/mor.2019.50. This version is free to view and download for private research and study only. Not for re-distribution, re-sale or use in derivative works. © 2020 The International Association for Chinese Management Research.
Date accepted:06 April 2019
Date deposited:07 May 2019
Date of first online publication:23 January 2020
Date first made open access:07 May 2019

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