How Lack of Integrity and Tyrannical Leadership of Managers Influence Employee Improvement-Oriented Behaviors

Boudrias, Jean‐Sébastien; Rousseau, Vincent; Lajoie, Denis

doi:10.1007/s10551-020-04494-5

Cited by 14 publications

(15 citation statements)

References 53 publications

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“…In contrast, when leaders lack integrity workers are less likely to take on additional responsibilities while contributing to stress, anxiety, and dissatisfaction in their work environment (Nangoli et al, 2020). Lack of leader integrity can impact employees negatively (Boudrias et al, 2021).…”

Section: Integritymentioning

confidence: 99%

“…They might take credit for someone else's work, be tyrannical, abusive, or aggressive. If senior leadership permits unethical behavior it can deteriorate the workers in the lower tiers in a hierarchical organization (Boudrias et al, 2021). Boudrais et al (2021) studied the impact that tyrannical managers have on their supervisors and employees.…”

Section: Bad Leader Qualitiesmentioning

confidence: 99%

“…In their research, Boudrais et al (2021) also found that if the supervisor a worker directly reports to is tyrannical (unethical), workers will look more closely at higher level management to compare behaviors. If workers see that higher level management display a desire to improve at their jobs but the worker's direct reporting manager does not it results in increased job dissatisfaction (Boudrias et al, 2021). As an organization becomes more unethical, the misconduct and moral failure increases affecting more and more people (Dorasamy & Anwana, 2021;Grimberg et al, 2021;Lawton & Páez, 2015).…”

Section: Bad Leader Qualitiesmentioning

confidence: 99%

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What Makes a ‘Good’ Ethical Leader?

2022

JLAE

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Good ethical leaders are valued now more than ever. The COVID-19 pandemic has highlighted the importance of ethical leaders in the workplace during stressful working conditions. The best way to make sure the right type of leader is in place is to develop an understanding of what makes an ethical leader. In understanding what makes an ethical leader, existing leaders can be assessed and trained creating a safe, ethical work environment. Ethical work environments improve employee morale and fosters innovative thinking which benefits both the organization and the employees. Do ethical corporate leaders have the same standing as ethical manufacturing leaders or is ethical leadership different between the two work environments?

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Section: Integritymentioning

confidence: 99%

Section: Bad Leader Qualitiesmentioning

confidence: 99%

Section: Bad Leader Qualitiesmentioning

confidence: 99%

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What Makes a ‘Good’ Ethical Leader?

2022

JLAE

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“…Leadership behaviors have an incredible impact on general hierarchical settings (Bryant, 2003), influencing subordinate practices (Ruiz et al, 2011), such as misuse (Marwritz et al, 2012) or unfairness (Aryee et al, 2007) and propensity to hide knowledge (Offergelt et al, 2019). The selfserving leaders may exercise power in arbitrary ways to oppress and control others, achieving their personal goals, which negatively influences subordinates' improvement-oriented behaviors (Boudrias et al, 2020), increasing the tendency of hiding helpful knowledge. Accordingly, we have assumed that: H1: Self-Serving Leadership has a Positive Association with Subordinates' Knowledge Hiding Behavior…”

Section: Self-serving Leadership and Subordinate's Knowledge Hidingmentioning

confidence: 99%

Untitled

2021

GMSR

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Knowledge hiding depresses outcomes at the individual, team, and organizational levels, yet its causes are not sufficiently studied. This research studied numerous vital antecedents of knowledge hiding that are previously not examined together. We used social learning theory to explain the mechanism and conditions that induce knowledge hiding. The three-phased data were collected from 121 sales and marketing employees working in life insurance companies of Pakistan through an online survey using the measures validated in prior research. The results supported that self-serving leadership propels knowledge hiding in subordinates by signalling tolerability of such behavior. The employee Machiavellianism and a competitive work environment strengthened this relationship. The findings add to the literature on leadership and knowledge hiding behavior by examining how workers perceive knowledge hiding signals from their leaders, especially when the leader himself demonstrates self-serving conduct. The implications of these findings for theory and practices are discussed.

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“…Furthermore, we believe social information processing theory can be an effective explanation to the process in which employees make behavioral decisions when facing authoritarian management. The theory suggests that, when confronted with the specific social environment surrounding them, employees’ perceptions are triggered from these situational cues ( Zhu et al, 2019 ; Boudrias et al, 2021 ). Studies along this line found that one’s distinct subjective interpretations of various social cues can become a source of individual behaviors ( Brown et al, 2017 ; Zhu et al, 2019 ; Li et al, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

“Lubricant” or “Stumbling Block”?: The Paradoxical Association Between Team Authoritarian Leadership and Creative Deviance

Jing

Zhu

et al. 2022

Front. Psychol.

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Recently, creative deviance has been lauded to be an innovation-enhancing approach with applications in many new and high-tech domains. Previous study on antecedents to creative deviance remains scattered and vague. Our research conceptualizes creative deviance from the perspective of independent innovation and explores its antecedents, mechanisms, as well as conditions. Team authoritarian leadership is conceptualized as a contradictory unity as it mixes advantages and disadvantages. However, it is surprising to find that there are very few researches that have examined its relevant influence mechanisms and boundary conditions for authoritarian leadership. Contributing to an advanced understanding of authoritarian leadership in research and development teams, we investigated whether team authoritarian leadership is positively or negatively related to creative deviance. Drawing on social information processing theory and regulatory focus theory, we supposed that team authoritarian leadership facilitates creative deviance when the degree is low and inhibits it when the degree is high; dual occupational stress and prevention regulatory focus play mediation roles between team authoritarian leadership and creative deviance respectively, both variables play a chain mediation role in that relationship; and the mindfulness characteristic of an individual moderates the inverted-U team authoritarian leadership-creative deviance association, such that this association is weaker with low individual mindfulness. With two-phase questionnaire data collected from 433 members in 82 R&D teams of high-tech enterprises in electronic information technology, new material technology, new medical technology, resource and environment technology and advanced manufacturing technology randomly selected from five provinces in eastern China, these hypotheses are supported empirically. Overall, we find that, our study broadens antecedents and the relevant occurrence mechanisms of creative deviance when studied through a leadership management lens. Moreover, our research enriches the cognate studies on authoritarian leadership by empirically demonstrating that team authoritarian leadership may function as an double-edged sword of creative deviance in the R&D workplace. These above findings offer insightful thoughts to scholars in the field of authoritarian leadership and bring practical suggestions for team superiors who seek to implement best innovation practice.

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How Lack of Integrity and Tyrannical Leadership of Managers Influence Employee Improvement-Oriented Behaviors

Cited by 14 publications

References 53 publications

What Makes a ‘Good’ Ethical Leader?

What Makes a ‘Good’ Ethical Leader?

Untitled

“Lubricant” or “Stumbling Block”?: The Paradoxical Association Between Team Authoritarian Leadership and Creative Deviance

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