Abstract
Exploring the effects of despotic leadership on employee engagement, employee trust and task performance
Highlights
The negative effects of destructive leadership behavior are limited to employees and surround employee’s families, customers, organizations and even society in general
Drawing from research on despotic leadership, employee engagement, employee trust and employee task performance, using conservation of resource (COR) theory and social exchange theory (SET); this study investigated the three-way interaction of mediating effects of employee engagement (EE) and employee trust (ET) in the link between despotic leadership (DL) behavior of supervisor and employee task performance (TP)
The study aims to deepen our understanding on despotic leadership and its effect on employee task performance
Summary
The negative effects of destructive leadership behavior are limited to employees and surround employee’s families, customers, organizations and even society in general. Literature depicts that rather than mere absence of effective leadership, there are variety of different behaviors under the phenomenon of destructive leadership. Negative behaviors exert stronger effects on a person’s actions (Einarsen et al, 2007; Baumeister et al, 2001; Schyns & Schilling, 2013). Researchers have highlighted the negative and destructive effects of the dark side of leadership (Schyns & Schilling, 2013; Naseer et al, 2016) on employees, resulting a decrease in job satisfaction (Tepper, 2000; Tepper et al, 2001), and increase in stress among employees (Tepper, 2000), turnover, absenteeism, inefficiency (Tepper et al, 2006), emotional exhaustion (Chen et al, 2009), deviant work behavior (Zellars et al, 2002), and performance (Aryee et al, 2007)
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