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The Influence of Authoritarian-Benevolent Leadership on Subordinates’ Work Engagement: A Social Information Processing Perspective
PURPOSE: The dynamic and complex external environment calls for leaders to be both benevolent and authoritarian to cope with the mutually exclusive demands in the management process. But few research paid attention to the dark side of leaders’ inconsistent behaviors on employees’ work outcomes. Base...
Autores principales: | , , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Dove
2023
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Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10505401/ https://www.ncbi.nlm.nih.gov/pubmed/37724134 http://dx.doi.org/10.2147/PRBM.S422961 |
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author | Zhou, Chengxu Yu, Guilan Meng, Ying Li, Ang |
author_facet | Zhou, Chengxu Yu, Guilan Meng, Ying Li, Ang |
author_sort | Zhou, Chengxu |
collection | PubMed |
description | PURPOSE: The dynamic and complex external environment calls for leaders to be both benevolent and authoritarian to cope with the mutually exclusive demands in the management process. But few research paid attention to the dark side of leaders’ inconsistent behaviors on employees’ work outcomes. Based on social information processing theory, this study investigated the impact of authoritarian-benevolent leadership on subordinates’ work engagement and explored the mediating role of leader-member exchange ambivalence and the moderating role of trait mindfulness. METHODS: A two-wave time-lagged survey approach was employed and data from 309 employees from three Chinese companies were collected. R 4.2.1 and SPSS 26.0 were used to test our hypotheses. RESULTS: The findings demonstrated how subordinates were influenced in their work engagement by authoritarian-benevolent leadership and leader-member exchange ambivalence and emphasized the value of maintaining a high level of trait mindfulness. This study indicated that (1) authoritarian-benevolent leadership was negatively associated with work engagement, which was mediated by leader-member exchange ambivalence; (2) subordinates’ trait mindfulness moderated the relationship between leader-member exchange ambivalence and work engagement; (3) the indirect effect of authoritarian-benevolent leadership on subordinates’ work engagement through leader-member exchange ambivalence was moderated by subordinates’ trait mindfulness. CONCLUSION: This study reveals the dark side of authoritarian-benevolent leadership and deepens our understanding of the mechanism underlying the effect of authoritarian-benevolent leadership on subordinates’ work engagement from a new theoretical perspective. Practical implications are provided for managers to effectively develop authoritarian-benevolent leadership skills and improve subordinates’ work engagement. |
format | Online Article Text |
id | pubmed-10505401 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2023 |
publisher | Dove |
record_format | MEDLINE/PubMed |
spelling | pubmed-105054012023-09-18 The Influence of Authoritarian-Benevolent Leadership on Subordinates’ Work Engagement: A Social Information Processing Perspective Zhou, Chengxu Yu, Guilan Meng, Ying Li, Ang Psychol Res Behav Manag Original Research PURPOSE: The dynamic and complex external environment calls for leaders to be both benevolent and authoritarian to cope with the mutually exclusive demands in the management process. But few research paid attention to the dark side of leaders’ inconsistent behaviors on employees’ work outcomes. Based on social information processing theory, this study investigated the impact of authoritarian-benevolent leadership on subordinates’ work engagement and explored the mediating role of leader-member exchange ambivalence and the moderating role of trait mindfulness. METHODS: A two-wave time-lagged survey approach was employed and data from 309 employees from three Chinese companies were collected. R 4.2.1 and SPSS 26.0 were used to test our hypotheses. RESULTS: The findings demonstrated how subordinates were influenced in their work engagement by authoritarian-benevolent leadership and leader-member exchange ambivalence and emphasized the value of maintaining a high level of trait mindfulness. This study indicated that (1) authoritarian-benevolent leadership was negatively associated with work engagement, which was mediated by leader-member exchange ambivalence; (2) subordinates’ trait mindfulness moderated the relationship between leader-member exchange ambivalence and work engagement; (3) the indirect effect of authoritarian-benevolent leadership on subordinates’ work engagement through leader-member exchange ambivalence was moderated by subordinates’ trait mindfulness. CONCLUSION: This study reveals the dark side of authoritarian-benevolent leadership and deepens our understanding of the mechanism underlying the effect of authoritarian-benevolent leadership on subordinates’ work engagement from a new theoretical perspective. Practical implications are provided for managers to effectively develop authoritarian-benevolent leadership skills and improve subordinates’ work engagement. Dove 2023-09-13 /pmc/articles/PMC10505401/ /pubmed/37724134 http://dx.doi.org/10.2147/PRBM.S422961 Text en © 2023 Zhou et al. https://creativecommons.org/licenses/by-nc/3.0/This work is published and licensed by Dove Medical Press Limited. The full terms of this license are available at https://www.dovepress.com/terms.php and incorporate the Creative Commons Attribution – Non Commercial (unported, v3.0) License (http://creativecommons.org/licenses/by-nc/3.0/ (https://creativecommons.org/licenses/by-nc/3.0/) ). By accessing the work you hereby accept the Terms. Non-commercial uses of the work are permitted without any further permission from Dove Medical Press Limited, provided the work is properly attributed. For permission for commercial use of this work, please see paragraphs 4.2 and 5 of our Terms (https://www.dovepress.com/terms.php). |
spellingShingle | Original Research Zhou, Chengxu Yu, Guilan Meng, Ying Li, Ang The Influence of Authoritarian-Benevolent Leadership on Subordinates’ Work Engagement: A Social Information Processing Perspective |
title | The Influence of Authoritarian-Benevolent Leadership on Subordinates’ Work Engagement: A Social Information Processing Perspective |
title_full | The Influence of Authoritarian-Benevolent Leadership on Subordinates’ Work Engagement: A Social Information Processing Perspective |
title_fullStr | The Influence of Authoritarian-Benevolent Leadership on Subordinates’ Work Engagement: A Social Information Processing Perspective |
title_full_unstemmed | The Influence of Authoritarian-Benevolent Leadership on Subordinates’ Work Engagement: A Social Information Processing Perspective |
title_short | The Influence of Authoritarian-Benevolent Leadership on Subordinates’ Work Engagement: A Social Information Processing Perspective |
title_sort | influence of authoritarian-benevolent leadership on subordinates’ work engagement: a social information processing perspective |
topic | Original Research |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10505401/ https://www.ncbi.nlm.nih.gov/pubmed/37724134 http://dx.doi.org/10.2147/PRBM.S422961 |
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