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The good side of authoritarian leaders: leader in the eyes of the subordinates

Published online by Cambridge University Press:  13 May 2022

Hajra Asad Open the ORCID record for Hajra Asad [Opens in a new window] ,
Arif Nazir Butt  and
Abdur Rahman Malik
Hajra Asad*
Affiliation:
Suleman Dawood School of Business, Lahore University of Management Sciences (LUMS), DHA, Lahore Cantt, 54792 Lahore, Pakistan
Arif Nazir Butt
Affiliation:
Suleman Dawood School of Business, Lahore University of Management Sciences (LUMS), DHA, Lahore Cantt, 54792 Lahore, Pakistan
Abdur Rahman Malik
Affiliation:
Suleman Dawood School of Business, Lahore University of Management Sciences (LUMS), DHA, Lahore Cantt, 54792 Lahore, Pakistan
*
*Corresponding to author E-mail: 14080004@lums.edu.pk
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Abstract

Although subordinate's perception of authoritarian leadership is viewed derogatively in the leadership literature, limited studies still claim that it can positively influence subordinate's performance. Drawing from the attribution theory, we hypothesize and demonstrate that subordinate's perception of authoritarian leadership can have a positive, indirect effect on subordinate task performance through the subordinate-attributed performance promotion motive, but only when the subordinate's perception of leader's expert power is high. We found support for our hypothesized model using multisource data collected from 246 subordinates and 76 supervisors from 11 different private sector organizations in Pakistan.

Keywords

Attribution theoryauthoritarian leadershipexpert powersubordinate attributionssubordinate performance
Type
Research Article
Information
Journal of Management & Organization , First View , pp. 1 - 19
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2022

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