Blindsided by linearity? Curvilinear effect of leader behaviors

Abstract

PurposeThe purpose of this paper is to posit and empirically demonstrate that positive and negative leader behaviors have a linear relationship with subordinate outcomes. The authors challenge this notion, and test a model where leader positive and negative behaviors have a curvilinear relationship (inverse-U shaped) with subordinate job satisfaction.Design/methodology/approachCross-sectional design, based on a sample of 131 employees working across organizations and industries in the USA. Subordinates provided information on all study measures.FindingsThe authors show that higher levels of positive and negative behaviors from the leader will not generate a corresponding linear increase in employees’ satisfaction. Instead, the relationship is non-linear, with diminishing returns in subordinate job satisfaction for positive leader behaviors and higher ones for negative leader behaviors. In addition, subordinates with high levels of hardiness are more satisfied with positive leader behaviors, and report less dissatisfaction with negative leader behaviors.Research limitations/implicationsLimitations are cross-sectional design, self-reported data, measurement of a limited number of leader behaviors as representative of leader positive and negative behaviors, and focus on only one dependent construct (subordinate job satisfaction).Practical implicationsAbove a certain point, leaders’ positive behaviors have limited effect on increasing subordinates’ job satisfaction. Likewise, leaders’ negative behaviors decrease subordinates’ job satisfaction only above specific levels of leader behaviors.Originality/valueThe authors challenge this notion of linearity by theorizing and demonstrating that subordinates’ job satisfaction is influenced by leader positive and negative behaviors in non-linear relationship characterized by an inverse-U-shaped and a specific increase and decrease pattern.