Autocratic leaders and authoritarian followers revisited: A review and agenda for the future

Harms, Peter D.; Wood, Dustin; Landay, Karen; Lester, Paul B.; Lester, Gretchen Vogelgesang

doi:10.1016/j.leaqua.2017.12.007

Cited by 128 publications

(154 citation statements)

References 186 publications

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“…Moreover, supervisors may perceive past temporal focus incongruence especially negative in such circumstances, potentially resulting in autocratic (cf. Harms, Wood, Landay, Lester, & Lester, 2018) or abusive types of leadership (cf. Tepper, 2007).…”

Section: Directions For Future Researchmentioning

confidence: 99%

The consequences of (not) seeing eye‐to‐eye about the past: The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior

2019

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Summary This study seeks to advance our understanding of the leadership consequences that may ensue when supervisors and their teams have similar versus differing orientations toward the past. Integrating a leader–team fit perspective with functional leadership theory, we cast incongruence between supervisor and team past temporal focus as a key antecedent of supervisors' active (i.e., task‐oriented and relationship‐oriented) and passive (i.e., laissez‐faire) leadership behaviors toward the team. We tested our hypotheses in a team‐level study that included a field sample of 84 supervisors and their teams using polynomial regression and response surface analyses. Results illustrated that supervisors demonstrated more task‐oriented and relationship‐oriented leadership when supervisors' and their team's past temporal focus were incongruent rather than aligned. Furthermore, in situations of supervisor–team congruence, supervisors engaged in less task‐oriented and relationship‐oriented leadership and more laissez‐faire leadership with higher (rather than lower) levels of supervisor and team past temporal focus. In sum, these findings support a complex (mis)fit model such that supervisors' attention to the past may hinder their productive leadership behaviors in some team contexts but not in others. Hence, this research advances a novel, multiple‐stakeholder perspective on the role of both supervisors' and their team's past temporal focus for important leadership behaviors.

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Section: Directions For Future Researchmentioning

confidence: 99%

The consequences of (not) seeing eye‐to‐eye about the past: The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior

2019

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“…this method is not efficient from a global viewpoint. To our understanding the solution described by (4,5,6) was qualitatively realized in Armenia: extra wages to officials were never withdrawn (i.e. F always acts c), and the corruption was controlled but not eradicated; e.g.…”

Section: E Application: Fighting Corruption Softlymentioning

confidence: 99%

“…For T > 2 the RHS of (9) is smaller than 1 − P ; cf. (4). Hence T > 2 and (9) impose a non-trivial upper bound on δ that can be satisfied for a sufficiently small δ.…”

Section: Stability With Respect To Sequential Defectionmentioning

confidence: 99%

“…One leadership scenario is notoriously unsuccessful in solving the dilemma. It is based on the concept of Stackelberg's solution [30][31][32], which is a game-theoretic manifestation of coercive (or autocratic) leadership [4]. Within this solution, L makes the first move, knowing that F will respond by his best reponse to every move of L. Since the best response of F is always d, both players will end up in (d, d).…”

Section: Leadership Scenarios For the Prisoner's Dilemma Gamementioning

confidence: 99%

“…The phenomenon of leadership is studied in various disciplines (biology, psychology, sociology, management science) and led to a big literature; see [1][2][3][4][5][6][7][8][9] for reviews. Still there is a common opinion that the research on leadership lacks integrity [9,10].…”

Section: Introductionmentioning

confidence: 99%

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Leadership scenarios in prisoner’s dilemma game

Babajanyan

Melkikh

Allahverdyan

2020

Physica A: Statistical Mechanics and its Applications

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The prisoner's dilemma game is the most known contribution of game theory into social sciences. Here we describe new implications of this game for transactional and transformative leadership. While the autocratic (Stackelberg's) leadership is inefficient for this game, we discuss a Paretooptimal scenario, where the leader L commits to react probabilistically to pure strategies of the follower F, which is free to make the first move. Offering F to resolve the dilemma, L is able to get a larger average pay-off. The exploitation can be stabilized via repeated interaction of L and F, and turns to be more stable than the egalitarian regime, where the pay-offs of L and F are equal. The total (summary) pay-off of the exploiting regime is never larger than in the egalitarian case. We discuss applications of this solution to a soft method of fighting corruption and to modeling the Machiavellian leadership. Whenever the defection benefit is large, the optimal strategies of F are mixed, while the summary pay-off is maximal. One mechanism for sustaining this solution is that L recognizes intentions of F.

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Exploring the pandemic's potential effects on workers' collectivist values, prosocial behaviors, and attitudes toward mistreatment

Liao

Pan

et al. 2021

Human Resource Management

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The global COVID-19 pandemic has fundamentally changed the way we live and work in the short-term, but history suggests that the crisis may also exert deeper, longerlasting effects. With the aim of providing preliminary insight into this possibility, we theoretically construct and empirically test hypotheses for how exposure to COVID-19 stimuli (e.g., reading or watching media coverage, observing relief efforts) relates to the deep-seated values that guide workers' attitudes and behaviors. Specifically, we build from prior work to posit that exposure to COVID-19 stimuli is positively associated with workers' self-transcendent prosocial values, which motivate prosocial behaviors directed toward society as a whole (i.e., charitable donations) and coworkers (i.e., helping). Extend the extant literature, we further argue that exposure to COVID-19 stimuli will be positively associated with conservation values emphasizing selfrestraint, submission, protection of order, and harmony in relations, which in turn influences workers' willingness to tolerate mistreatment by authorities (i.e., abusive supervision, authoritarian leadership, exploitation). Evidence from 2,929 full-time Chinese employees tracked for nearly 2 months and a diverse sample of 310 workers in the United States generally support our arguments, but also provide insight into potential cultural nuances.

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Autocratic leaders and authoritarian followers revisited: A review and agenda for the future

Cited by 128 publications

References 186 publications

The consequences of (not) seeing eye‐to‐eye about the past: The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior

The consequences of (not) seeing eye‐to‐eye about the past: The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior

Leadership scenarios in prisoner’s dilemma game

Exploring the pandemic's potential effects on workers' collectivist values, prosocial behaviors, and attitudes toward mistreatment

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