رهبری استبدادی و خلاقیت کارکنان
Abstract
1- Theoretical background and hypotheses
2- Method
3- General discussion
Acknowledgments
References
Abstract
Drawing from the transactional theory of stress, we examined the relationships between authoritarian leadership, fear, defensive silence, and ultimately employee creativity. We also explored the moderating effect of employee psychological capital on these mediated relationships. We tested our hypothesized model in two studies of employee-supervisor dyads working in Africa (Nigeria; Study 1) and Asia (China; Study 2). The results of Study 1 revealed that the negative relationship between authoritarian leadership and creativity was mediated by employee defensive silence. Extending these findings in a three-wave study in Study 2, our results revealed a more complex relationship. Specifically, our results showed that both fear and defensive silence serially mediated the link between authoritarian leadership and employee creativity. In addition, we found that this mediated relationship was moderated by employee psychological capital such that the relationship was stronger when psychological capital was low (versus high). Implications for both theory and practice are discussed.
Theoretical background and hypotheses
According to the transactional theory of stress (Lazarus & Folkman, 1984), the cognitive appraisal of stress is a two-part process consisting of primary and secondary appraisal. During the primary appraisal, an individual will first determine the relevance of an event or situation for his/her well-being, and whether it can be categorized as stressful. If the situation is perceived stressful, it may be evaluated as a threat (alternatively, the situation can also be appraised as a potential harm or challenge). Threats typically result in negative feelings such as fear. After such feelings, a secondary appraisal will be triggered, in which individuals search for a possible course of action (Lazarus & Folkman, 1984). During this secondary appraisal, individuals evaluate their coping resources and available options to deal with the threat (Lazarus, 1991). Applying this to an organizational context, the transactional theory of stress suggests that individuals cognitively appraise aspects of their work environment that are potentially threatening and stressful. Interpersonal stressors at work may elicit intense feelings of negative emotions such as fear, which can trigger coping strategies, e.g. reducing one's work efforts or communication towards the leader (e.g., Lazarus, 1991; Scherer, Shorr, & Johnstone, 2001). Due to the demanding and pressuring nature of the interpersonal relationship between authoritarian leaders and their followers (Chen et al., 2014; Pellegrini & Scandura, 2008), we propose that AL is a significant interpersonal stressor that may reduce employees' creative efforts by increasing fear (a result of primary appraisal) and defensive silence (a coping mechanism generated from secondary appraisal).