When Authoritarianism is Beneficial: The Curvilinear Relationship Between Authoritarian leadership and Follower Extra-Role Behavior

Author Information

shu geFollow
William Gardner, Texas Tech UniversityFollow
Elizabeth Karam, Colorado State UniversityFollow
Zhen Yan, Texas Tech UniversityFollow

Start Date

October 2024

End Date

October 2024

Location

Beacom Hall Room 309

Presenter Information

Shu Ge, Assistant Professor at management department, college of business and technology, at University of Nebraska at Kearney Shu Ge's research investigates workplace ostracism, trust, and how leaders influence individuals, teams, and organizations. He has taught various management courses for undergraduate students in Texas, Virginia, and Nebraska, including Organization Theory, Interpersonal Skills, Organizational Behavior, and Principles of Management. Additionally, he has taught Organizational Behavior and Leadership courses for MBA students in Nebraska. Shu Ge's education spans China and the United States, crossing disciplines from IT to management. Prior to his academic career, he worked in the investment field, primarily in private equity and venture capital sectors, focusing on firms at various stages. He also founded and managed his own entrepreneurial business in the hospitality industry. Earlier in his career, Shu Ge worked in various functions including IT, sales, marketing, project management, and bidding and tendering in the telecommunications industry for companies from China and Japan.

Submission Type

Abstract

Track

Leadership and Management

Abstract

Although authoritarian leadership is often assumed counterproductive, it may benefit certain follower outcomes. Drawing on theories of authoritarian leadership and social exchange, we propose that moderate levels of authoritarian leadership can enhance follower extra-role behavior, particularly when authoritarian leaders also demonstrate benevolence and/or morality. Results from a three-wave survey of 84 leader-follower pairs across U.S. companies show both U-shaped curvilinear and linear relationships between authoritarian leadership and follower extra-role behavior. Trust in the leader mediated the linear relationship, while the leader's perceived benevolence and morality moderated the curvilinear one. We discuss theoretical and practical implications for authoritarian leadership.