Authoritarian Leadership, Organizational Citizenship Behavior, and Organizational Deviance: Curvilinear Relationships
Purpose –This paper examines the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS), and organizational deviance. We hypothesized a curvilinear relationship between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance.
Design/methodology/approach –We analyzed two-source survey data of 240 employee-supervisor dyads collected from seven organizations in Pakistan.
Findings –Employees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations.
Research limitations/implications –We cannot draw causal inferences because of cross-sectional data. Further, our results may be limited to cultures with high collectivism and high power distance.
Practical implications –This study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS, and organizational deviance.
Originality/value –The two sources (employee-supervisor dyads) data collected from seven organization supported a unique curvilinear relationship between authoritarian leadership, OCBS, and organizational deviance.
Published
Bodla, A.A., Tang, N., & van Dick, R. (in press). Authoritarian Leadership, Organizational Citizenship Behavior, and Organizational Deviance: Curvilinear Relationships. Leadership & Organization Development Journal.
