Deterrence Effects: The Role of Authoritarian Leadership in Controlling Employee Workplace Deviance

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Zheng, Y
Huang, X
Graham, L
Redman, T
Hu, S
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2020
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Abstract

Drawing upon two independent samples from mainland China, we propose and investigate the deterrence function of leadership behavior focused on control. We suggest that controlling leadership, specifically, authoritarian leadership, deters employees’ deviance under certain conditions. That is, authoritarian leadership thwarts employees’ interpersonal deviance behavior when leaders send clear signals of potential punishments of non-compliance by showing low leader benevolence, and when employees are highly dependent on the leaders for important work resources. Results from two independent studies largely support our key propositions. Overall, these results add to the range of possible impacts that a leader can play in decreasing employee deviance. Theoretical implications and directions for follow-up research are discussed.

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Management and Organization Review
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© 2020 The International Association for Chinese Management Research. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
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Human resources and industrial relations
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Zheng, Y; Huang, X; Graham, L; Redman, T; Hu, S, Deterrence Effects: The Role of Authoritarian Leadership in Controlling Employee Workplace Deviance, Management and Organization Review, 2020, 16 (2), pp. 377-404
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