Interactive Effects of Authoritarian Leadership and Leader Conflict Management Approaches

Yifeng CHEN, Tingting CHEN, Haijiang WANG, Jie WANG, Dean TJOSVOLD

Research output: Book Chapters | Papers in Conference ProceedingsConference paper (refereed)Researchpeer-review

Abstract

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.
Original languageEnglish
Title of host publicationAcademy of Management Annual Meeting Proceedings 2018
DOIs
Publication statusPublished - 1 Aug 2018

Publication series

NameAcademy of Management Annual Meeting Proceedings
Number1
Volume2018
ISSN (Print)0065-0668

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