This research examines the interactive effects of authoritarian leadership and leader cooperative and competitive conflict management approaches on leader-member exchange, which in turn influences leader effectiveness. Drawing on the within-domain exacerbation perceptive and cognitive dissonance theory, we hypothesize that cooperative conflict management approach exacerbates–or reversely buffers–the negative relationship between authoritarian leadership and leader effectiveness via leader-member exchange. We also argue that cooperative conflict management approach strengthens the negative relationship between authoritarian leadership and leader effectiveness mediated by leader-member exchange. In addition, we explore the moderating effect of competitive conflict management approach. A multi-wave, multi-source field study provided support for the hypothesized moderating effect of cooperative conflict management approach, but it did not find the significant moderating effect of competitive conflict management approach. We then conducted a laboratory experiment to examine the causality implied in our hypothesized model. Theoretical and practical implications are discussed.
|Title of host publication||Academy of Management Annual Meeting Proceedings 2018|
|Publication status||Published - 1 Aug 2018|
|Name||Academy of Management Annual Meeting Proceedings|
CHEN, Y., CHEN, T., WANG, H., WANG, J., & TJOSVOLD, D. (2018). Interactive Effects of Authoritarian Leadership and Leader Conflict Management Approaches. In Academy of Management Annual Meeting Proceedings 2018 (Academy of Management Annual Meeting Proceedings; Vol. 2018, No. 1). https://doi.org/10.5465/AMBPP.2018.13814abstract