Who Might Support a Tyrant? An Exploration of Links Between Adolescent Family Conflict and Endorsement of Tyrannical Implicit Leadership Theories

Abstract

This research takes an exploratory approach to shed light on the paradox that negative leader characteristics, such as pushy, obnoxious, and manipulative, appeal to some individuals. We employ social learning theory to argue how parents can model conflict for their adolescents, which may shape implicit leadership theories later in life. Spanning 21 years, this longitudinal study examines adolescent family environment and parents’ gender attitudes as antecedents of adult tyrannical implicit leadership theories using a sample of 102 individuals and their parents. Findings from multiple regression analyses suggest that high family conflict during formative years may predispose individuals to endorse the implicit leadership theory dimension known as tyranny. Furthermore, fathers’ egalitarian gender attitudes, as well as mothers’ masculine sex-types, may amplify this effect. Results inform the literature on leadership perceptions by surfacing the early life antecedents of paradoxical leadership preferences.

The development of implicit leadership theories during childhood: A reconceptualization through the lens of overlapping waves theory.

“…We know that 10- and 11-year-old children prefer democratic leadership above autocratic and noninterventionist forms of leadership (White & Lippitt, 1960). Walker et al (2020) found that adults who lived their adolescence in conflict-infused and achievement-focused family environments showed a higher tendency to factor tyranny as an ideal characteristic in a leader. In contrast, adults who lived adolescence in intellectually stimulating family environments were less inclined to endorse tyranny in their ILTs.…”

“…In contrast, adults who lived adolescence in intellectually stimulating family environments were less inclined to endorse tyranny in their ILTs. These effects on the emergence of children’s ILTs are amplified by parents’ egalitarian attitudes (Walker et al, 2020). Such results illustrate one process by which the development of children’s ILTs might bifurcate to produce the antiprototypes revealed by Epitropaki and Martin (2004) in adult ILTs.…”

When leadership goes awry: the nexus between tyrannical leadership and knowledge hiding

“…The leaders’ aggressive control, lack of consideration and demeaning behaviour can lead to a hostile work environment. This can instigate feelings of fear, anxiety and stress among employees, fostering psychological distress (Walker et al , 2020).…”

How Bad Leaders Can Drive Out Good Leaders

“…For example, narcissists are seen as charming and confident on first encounter, while their exploitative and manipulative side only shows over time, leading to a delay in negative effect on others (Paulhus, 1998). In fact, leaders with socially undesirable characteristics may successfully attract a crowd of admirers (Judge et al, 2009; Kets de Vries, 2006; Walker et al, 2020). Notably, 33% of respondents endorsed leader profiles that were higher on the dimension of leader tyranny than the prototypical, socially desirable leader profile (e.g., leaders who are sensitive, intelligent, and dedicated; Foti et al, 2012).…”