Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance

Hoogh, Annebel H. B. De; Greer, Lindred L.; Hartog, Deanne N. Den

doi:10.1016/j.leaqua.2015.01.001

Cited by 101 publications

(92 citation statements)

References 110 publications

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“…As such, studies focusing on only one of these hierarchy aspects may create an inherently incomplete account of how groups organize themselves. By examining the role of formal leadership—a key element of a group's formal hierarchy (De Hoogh et al, )—for informal hierarchy strength, this investigation takes steps to integrate the heretofore disparate literatures on formal and informal hierarchies. We demonstrate that formal and informal aspects of hierarchy are closely connected, with informal hierarchical differences primarily emerging in response to a lack of clear‐cut, formal hierarchical differentiation.…”

Section: Discussionmentioning

confidence: 99%

“…The near omnipresence of informal influence hierarchies in groups has led scholars to suggest that hierarchies fulfill pivotal functions for both individual members and the group as a whole (Anderson & Brown, ; Halevy et al, ). Specifically, this theorizing suggests that informal hierarchies serve to meet members' fundamental need for structure by reducing uncertainty regarding group members' social interactions and joint task accomplishment (De Hoogh, Greer, & Den Hartog, ; Gruenfeld & Tiedens, ; Tiedens et al, ). Various streams of empirical research have, accordingly, directly or indirectly illustrated this structuring function of hierarchical differentiation.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Scholars have argued, for example, that formal leaders should provide guidance, specify working procedures, and assign clear-cut responsibilities to group members (House, 1996;Katz & Kahn, 1966;McGrath, 1962;Morgeson, DeRue, & Karam, 2010). Without such formal leadership, group members may experience uncertainty about how to interact and cooperate (De Hoogh et al, 2015), promoting their feelings of role ambiguity and role conflict (Rizzo, House, & Lirtzman, 1970;Schriesheim, House, & Kerr, 1976).…”

Section: Formal Leadership and Informal Hierarchy Strengthmentioning

confidence: 99%

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On the origins of informal hierarchy: The interactive role of formal leadership and task complexity

et al. 2018

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Summary Informal hierarchies are a common and important feature of many groups, yet we know little about the antecedent conditions that determine the strength of such hierarchies. Building on theory that has depicted hierarchy as a mechanism for reducing uncertainty and creating structure, we posit that informal hierarchies emerge most strongly in situations that are ambiguous, ill‐defined, and unstructured. Three independent studies confirm this notion, demonstrating that groups develop particularly strong informal hierarchies in situations characterized by both a lack of strong formal leadership and high task complexity. These findings support the theoretical notion that formal and informal hierarchies are closely related, but only under conditions of high task complexity in which the structuring functions of hierarchies are most crucial.

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Section: Discussionmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Formal Leadership and Informal Hierarchy Strengthmentioning

confidence: 99%

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On the origins of informal hierarchy: The interactive role of formal leadership and task complexity

et al. 2018

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“…Bu çeşit lider, tüm kaynakların, ödül ve cezaların, bilginin ve fiziksel çalışma ortamının kontrolünü elinde bulunduran kişidir. Bu açıdan bakılırsa, liderin kontrolü elinde bulundurma gücü ve ayrıca olumsuz kişisel özellikleri bir araya geldiğinde çalışanların moral ve performansının olumsuz etkileneceği açıktır (de Hoogh, Greer, den Hartog, 2015). Kontrolün yöneticide olduğunun bilinmesi bazı çalışanlarda stresli çalışma ortamı yaratır (de Hoogh ve den Hartog 2009).…”

Section: Toksik Liderlik öRgütsel Sağlık İlişkisiunclassified

Toksik Liderlik Örgütsel Sağlığı Olumsuz Yönde Tetikler mi?

Reyhanoğlu¹,

Akın²

2016

itobiad

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ÖzBu çalışmanın temel amacı, toksik liderlik biçiminin örgütsel sağlığı etkileyip etkilemediğini ortaya koymaktır. Örgütsel sağlık, örgütün çevresel değişimlere uyum sağlayabilmesi amacıyla çalışanların fiziksel ve ruhsal olarak kendini iyi hissetmesi, bu durumun da örgütü ve örgütsel iklimi olumlu etkilemesidir. Bir örgütün lideri olarak yöneticinin kötü liderlik göstermesi, çalışanın ve dolayısıyla örgütün sağlığını bozabilmektedir. Çalışmada, örgüt sağlığını olumsuz şekilde etkileyeceği iddia edilen toksik liderlik biçimi temel alınmıştır. Toksik lider, örgüt içinde çalışanlara kötü davranan, onları devamlı aşağılayan, narsist eğilimleri olan bir lider tipidir. Kendini çalışanlarına kabul ettirmek için, yüksek ölçüde kontrol yetkisini kullanması çalışanların moral, motivasyon ve verimliliğini düşürmekte, örgüt için yıkıcı olmakta, örgütsel iklimi olumsuz yönde etkilemektedir. Çalışmada, toksik liderlik özelliklerinin örgütsel sağlığı nasıl etkilediği karşılaştırmalı olarak incelenmiş toksik liderlik ile örgütsel sağlık arasındaki ilişkiyi açıklayan önermeler yapılmıştır. Yapılan çıkarımlarda toksik liderin yıldırma davranışları, istismarcı, narsist ve otoriter kişiliği çalışanların dolayısıyla örgütün sağlığını olumsuz olarak etkilediği yönündedir. Anahtar Kelimler: Toksik Liderlik, Örgütsel Sağlık, Yıkıcı Liderlik, Çalışan Sağlığı, İstismarcı Liderlik. Does Toxic Leadership Trigger Organizational Health Negatively? AbstractThe main purpose of this study is that shows the effect of toxic leadership style to organizational health. Organizational health is that employees feel well physically and mentally, so that it affects a positive to organization and organizational climate in order to adapt to environmental changes,. As a leader of the organization, harmful exhibition of the manager influences negatively to the health of the employees and the organization. This study is based on the toxic form of leadership, claimed that it negatively effects on the organizational health. As a leader type of having narcissistic tendencies, toxic leaders mistreat employees within the organization. By using the high extent authority of control in order to make employees to accept him/her, toxic leaders affect negatively employees' morale, motivation and productivity. In addition, toxic leaders, disruptive of the organization, affect negatively organizational climate. In the study, in the framework characteristics of toxic leadership, examined how it affects organizational health, using comparison methodology. The study concludes with propositions, which explore of the relationship between organizational health and toxic leadership. The conclusions made that the toxic leader's bully behavior, abusive, narcissistic and authoritarian personality effect negatively on employees' and organizational health.

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“…Previous research has focused on the motivational factors that might lead to an increased support of unexpected leaders in uncertain times. For example, preferences for authoritative leaders in times of economic difficulties are motivated by the leader's ability to reduce uncertainty within the individual, making authoritative leaders more attractive (De Hoogh, Greer, & Den Hartog, 2015;Rast et al, 2013;Schoel et al, 2011). Additionally, the preference for women leaders in risky or precarious situations can be motivated by gender stereotypic associations (Bruckmüller & Branscombe, 2010;Bruckmüller, Ryan, Rink, & Haslam, 2014), as well as motivations to signal change (Kulich, Lorenzi-Cioldi, Iacoviello, Faniko, & Ryan, 2015).…”

Section: Leadership Preferences Under Uncertaintymentioning

confidence: 99%

Leadership Diversity: Effects of Counterstereotypical Thinking on the Support for Women Leaders under Uncertainty

Moura

Leicht

Leite

et al. 2018

Journal of Social Issues

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Despite societal shifts, women are still underrepresented in leadership positions. Previous research has found that women are often placed in risky and precarious leadership positions. This is likely to be the case when the context (economic, social, political) is uncertain. This article investigates (1) the support given to women leaders with leadership styles that are congruent or not with gender stereotypes, under uncertainty (Study 1) and (2) the role of counterstereotypical thinking in strengthening the support for women leaders who are role congruent (vs. incongruent) under uncertainty (Study 2). Study 1 found a preference for strong, role incongruent women leaders in times of uncertainty (vs. certainty). Study 2 found that this preference can be attenuated and role congruent women leaders perceived as more effective following a counterstereotypical thinking intervention that challenge participants’ social cognitive processing styles. We discuss applied implications regarding how to effectively promote diversity in leadership.

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Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance

Cited by 101 publications

References 110 publications

On the origins of informal hierarchy: The interactive role of formal leadership and task complexity

On the origins of informal hierarchy: The interactive role of formal leadership and task complexity

Toksik Liderlik Örgütsel Sağlığı Olumsuz Yönde Tetikler mi?

Leadership Diversity: Effects of Counterstereotypical Thinking on the Support for Women Leaders under Uncertainty

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