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Khizar HMU, Tareen AK, Mohelska H, Arif F, Hanaysha JR, Akhtar U. Bad bosses and despotism at workplace: A systematic review of the despotic leadership literature. Heliyon 2023; 9:e19535. [PMID: 37809469 PMCID: PMC10558718 DOI: 10.1016/j.heliyon.2023.e19535] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 02/24/2023] [Revised: 08/22/2023] [Accepted: 08/25/2023] [Indexed: 10/10/2023] Open
Abstract
Over the years, the concept of despotic leadership (DL) has emerged as a hot topic in academic and professional debates on leadership. To this end, this study aims to synthesize existing literature on despotic leadership in business management scholarship. We utilize a systematic literature review technique to systematically identify, select, and evaluate existing scholarly publications on despotic leadership to highlight emerging topics, theories, and the consequences of despotic leadership at the workplace. In addition, we also provide a set of specific research questions for advancements of DL in management and leadership research as well as to clarify its conceptual and operationalization ambiguities. The findings of this review are categorized as follows, i) theory and conceptualization of DL, ii) state-of-the-art research profiling, iii) key thematic areas, and iv) future agenda. The key implications of this review for theory and practice are discussed.
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Affiliation(s)
| | - Ayesha Khan Tareen
- Institute of Business Management & Administrative Sciences, the Islamia University of Bahawalpur, Pakistan
| | - Hana Mohelska
- Department of Management, Faculty of Informatics and Management, University of Hradec Kralove, Czech Republic
| | - Farrah Arif
- University of Management and Technology, Lahore USA
| | - Jalal Rajeh Hanaysha
- School of Business, Skyline University College, Sharjah 1797, United Arab Emirates
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Fan T, Khan J, Khassawneh O, Mohammad T. Examining Toxic Leadership Nexus With Employee Cyberloafing Behavior via Mediating Role of Emotional Exhaustion. J ORGAN END USER COM 2023. [DOI: 10.4018/joeuc.320817] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 04/03/2023]
Abstract
From the perspective of social exchange and the conservation of resources theories, the current study investigated the effect of toxic leadership on employee cyberloafing behaviour via the mediating role of emotional exhaustion and the moderating role of organisational commitment. SPSS models 1:moderation, 4: mediation, and 14: moderation mediation of PROCESS Hayes were used to evaluate the data from 357 employees of the Chinese corporate sector. The results show a positive relation between toxic leadership and cyberloafing, and emotional exhaustion mediates this relationship. Further, organisation commitment moderates the indirect, interactive effect of toxic leadership and emotional exhaustion on cyberloafing. The model was tested using 3-wave data; however, since the data were attained from a single source, the problem of common method bias cannot be ruled out. To avoid or lessen instances of cyberloafing behaviour and encourage good working attitudes, organisations must also take action and develop regulations governing internet use in the workplace.
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Mubarak N, Khan J, Bashir S, Safdar S. Dark side of leadership and information technology project success: the role of mindfulness. JOURNAL OF MANAGERIAL PSYCHOLOGY 2023. [DOI: 10.1108/jmp-04-2022-0182] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 03/28/2023]
Abstract
PurposeThe success of projects is a major challenge for information technology (IT) project-based businesses (PBOs). Employees' negative emotions (NE) disrupt the employees' usual work activities by creating obstacles to routine operations. Organizations should take steps to lessen these NE. The current study assessed the mediating role of NE and the moderating influence of employee mindfulness in the association between despotic leadership (DL) and IT project success (PS).Design/methodology/approachTime-lagged data were collected from 341 employees working in various IT-based project organizations in Pakistan using purposive sampling.FindingsResults were consistent with the authors' hypothesized framework, as DL increases employees' NE, which in turn negatively affects IT PS. In addition, mindfulness plays a buffering role in mitigating the damaging impact of DL on NE.Originality/valuePrevious researchers focused on the positive aspects of leadership and its influence on PS and paid limited attention to the dark leadership style. The authors' study's findings help understand how project-based organizations can reduce employees' NE.
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Servant leadership in relation to organizational justice and workplace deviance in public hospitals. Leadersh Health Serv (Bradf Engl) 2022; ahead-of-print. [DOI: 10.1108/lhs-05-2022-0050] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Leadership literature has identified that the servant leadership style can reduce employee negative work outcomes, even in challenging work environments like the health-care sector as nurses play an important role in the performance of a hospital. That is why, the efficiency and effectiveness of the nurses are believed to be directly linked to improved health benefits to the public. So, this study aims to investigate the inter-relationship between servant leadership, organizational justice and workplace deviance of nurses in public sector hospitals.
Design/methodology/approach
A self-administrated questionnaire using a drop-and-collect method was used for collecting the data from nurses working in the public sector hospitals of Pakistan using a convenient sampling technique. In total, 370 questionnaires were distributed among the nursing staff, of which 201 completed and usable questionnaires were returned and used for data analysis. Further, the partial least squares structural equation modeling approach is used in this study using SmartPLS version 3 software to test the hypothesized model and determine the direct and indirect effects.
Findings
Results showed a negative relationship between servant leadership and workplace deviance, positive relationship between servant leadership and organizational justice, negative relationship between organizational justice and workplace deviance and that organizational justice mediates in the relationship between servant leadership and workplace deviance.
Practical implications
This study provides valuable recommendations and practical implications to address the nurses’ deviant workplace behaviors in the public sector hospitals of Pakistan.
Originality/value
This study is novel as it shows the significance of servant leadership behavior which has the ability to positively influence organizational justice perception leading to less likelihood of the emergence of nurses’ deviant workplace behavior, specifically in the context of public sector hospitals of Pakistan.
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Iqbal J, Asghar A, Asghar MZ. Effect of Despotic Leadership on Employee Turnover Intention: Mediating Toxic Workplace Environment and Cognitive Distraction in Academic Institutions. Behav Sci (Basel) 2022; 12:bs12050125. [PMID: 35621422 PMCID: PMC9137788 DOI: 10.3390/bs12050125] [Citation(s) in RCA: 5] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/07/2022] [Revised: 03/29/2022] [Accepted: 04/02/2022] [Indexed: 12/10/2022] Open
Abstract
Despotic leadership builds adverse emotions and turnover intentions in the employees of an educational organization. This study investigated the relationships among despotic leadership, toxic workplace environment, cognitive distraction, and employee turnover intention. This study is based on social exchange theory (SET), social psychology theories of behavioral intention formation (such as the theory of reasoned action and the theory of planned behavior), and of the despotic leadership style. A survey questionnaire containing 28 items was completed by 240 faculty members from four Chinese universities. The responses were documented on a seven-point Likert scale. We applied PLS–SEM (partial least squares structural equation modeling) to measure the effects. The outcomes showed that despotic leadership influenced employee turnover intention in academic institutions. Toxic workplace environment correlates with employee turnover intention. Cognitive distraction also correlates with employee turnover intention. Toxic workplace environment mediates the relationship between despotic leadership and employee turnover intention. Similarly, cognitive distraction mediates the relationship between despotic leadership and employee turnover intention. The study concluded that despotic leadership, toxic workplace environment, and cognitive distraction might increase employee turnover intention. This study adds to the literature in the field of despotic leadership, toxic workplace environment, cognitive distraction, and employee turnover intention in academic institutions. Furthermore, it offers valuable and practical implications along with recommendations for future research.
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Affiliation(s)
- Javed Iqbal
- School of Education, Guangzhou University, Guangzhou 510006, China;
| | - Ali Asghar
- Dr Hasan Murad School of Management (HSM), University of Management & Technology, Lahore 54770, Pakistan;
| | - Muhammad Zaheer Asghar
- Department of Education, University of Helsinki, 0014 Helsinki, Finland
- School of Doctorate, Education & ICT (e-Learning), Universitat Oberta de Catalunya, 08018 Barcelona, Spain
- Department of Education, University of Management and Technology, Lahore 54770, Pakistan
- Correspondence:
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Multiple perspectives of measuring organisational value congruence. ASIAN JOURNAL OF BUSINESS ETHICS 2021. [DOI: 10.1007/s13520-021-00133-y] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
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Rani H, Shah SMM, Umrani WA, Syed J, Afshan G. Employee state paranoia: linking abusive supervision with employee voice behavior. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2021. [DOI: 10.1108/lodj-09-2020-0413] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeUtilizing affective event theory (AET), this paper aims to understand the affective reasoning behind choosing to speak up for or against abusive supervision. For this purpose, the authors examine the underlying mechanism of employee state paranoia in the relationship between abusive supervision and promotive and prohibitive voice of employees.Design/methodology/approachData from 307 microfinance bank employees were collected using supervisor–subordinate nested design and time-lag approach. The analysis was performed through partial least square (PLS) structural equation modeling using Smart PLS software.FindingsThe results support the direct relationship of abusive supervision with promotive and prohibitive voice. They also support the mediating relation of paranoia arousal between abusive supervision and promotive voice. However, the results do not support the mediating relationship of paranoia arousal between abusive supervision and prohibitive voice.Originality/valueIn light of the literature drawn from AET and empirical data, this study forwards robust recommendations for theory and practice and may assist future researchers interested in the role of employee paranoia arousal.
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The Influence of Despotic Leadership on Counterproductive Work Behavior Among Police Personnel: Role of Emotional Exhaustion and Organizational Cynicism. JOURNAL OF POLICE AND CRIMINAL PSYCHOLOGY 2021. [DOI: 10.1007/s11896-021-09470-x] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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Exploring the Relationship between Despotic Leadership and Job Satisfaction: The Role of Self Efficacy and Leader-Member Exchange. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2021; 18:ijerph18105307. [PMID: 34067634 PMCID: PMC8155868 DOI: 10.3390/ijerph18105307] [Citation(s) in RCA: 30] [Impact Index Per Article: 10.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 03/12/2021] [Revised: 04/27/2021] [Accepted: 05/03/2021] [Indexed: 12/11/2022]
Abstract
This study explores the effects of despotic leadership (DL) on employee job satisfaction (JS) using self-efficacy (SE) as a mediating variable and leader–member exchange (LMX) as a moderated variable. Building on the social learning and social exchange theory, our research proposes a research model. In this model, despotic leadership affects employee job satisfaction both directly and indirectly through self-efficacy and leader–member exchange. We used a questionnaire survey analysis approach to collect data. Data were collected from the employees of small- and medium-sized enterprises (SMEs) located in Guangdong Province, P.R. China. A pilot test of 20 participants with similar demographics as the final sample was performed to test the usability of the questionnaire. We distributed 500 questionnaires among the target population. In total, 230 usable questionnaires were returned, resulting in a response rate of 53%. To estimate the proposed relationships in the theoretical framework, we used SPSS and AMOS. The results of this study confirmed that despotic leadership has a negative impact on employee job satisfaction. Moreover, the outcomes of this study indicate that self-efficacy has a mediating effect between despotic leadership and employee job satisfaction. Similarly, the results also confirm that LMX has a moderating effect between despotic leadership and employee self-efficacy. Therefore, we conclude that the community is understanding of the mechanism of despotic leadership, identify the mechanism to effectively deal with its negative effects, broaden the relevant research on the antecedent variable of self-efficacy, and provide practical enlightenment enterprises to retain and employ people.
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Syed F, Akhtar MW, Kashif M, Asrar-ul-Haq M, ain QU, Husnain M, Aslam MK. When leader is morally corrupt: interplay of despotic leadership and self-concordance on moral emotions and bullying behavior. JOURNAL OF MANAGEMENT DEVELOPMENT 2020. [DOI: 10.1108/jmd-05-2019-0183] [Citation(s) in RCA: 10] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThis study investigates despotic leadership (DL) as an antecedent to bullying behavior with a mediating role of moral emotions at work. Another aim is to study the moderating role of self-concordance to buffer the relationship between DL and arousal of moral emotions.Design/methodology/approachThe authors collected two-source (self-reported and supervisor reported) time-lagged data in the shape of a three-wave survey (i.e. one month time interval for each time) from 242 dyads in the health sector of Pakistan.FindingsThe results revealed that moral emotions mediated the relationship between DL and bullying behavior. Furthermore, self-concordance moderates the relationship between DL and moral emotions, such that the relationship will be stronger in the case of low self-concordance.Research limitations/implicationsManagers need to promote a culture that accommodates diversity of opinion at the organization so that everyone is able to express and share their views openly. Organizations should encourage supervisors to participate in leadership development programs aimed at eliminating DL.Originality/valueThis study establishes the role of self-concordance and moral emotions in the relationship between despotic leadership DL and bullying behavior.
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