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Deterrence Effects: The Role of Authoritarian Leadership in Controlling Employee Workplace Deviance

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  • Zheng, Yuyan
  • Huang, Xu
  • Graham, Les
  • Redman, Tom
  • Hu, Saiquan

Abstract

Drawing upon two independent samples from mainland China, we propose and investigate the deterrence function of leadership behavior focused on control. We suggest that controlling leadership, specifically, authoritarian leadership, deters employees’ deviance under certain conditions. That is, authoritarian leadership thwarts employees’ interpersonal deviance behavior when leaders send clear signals of potential punishments of non-compliance by showing low leader benevolence, and when employees are highly dependent on the leaders for important work resources. Results from two independent studies largely support our key propositions. Overall, these results add to the range of possible impacts that a leader can play in decreasing employee deviance. Theoretical implications and directions for follow-up research are discussed.

Suggested Citation

  • Zheng, Yuyan & Huang, Xu & Graham, Les & Redman, Tom & Hu, Saiquan, 2020. "Deterrence Effects: The Role of Authoritarian Leadership in Controlling Employee Workplace Deviance," Management and Organization Review, Cambridge University Press, vol. 16(2), pages 377-404, May.
    • Handle: RePEc:cup:maorev:v:16:y:2020:i:2:p:377-404_8
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    Cited by:

    1. Bugdol Marek & Puciato Daniel, 2023. "Punishment of employees – its causes, types, and consequences, as well as factors determining punishment for poor quality," International Journal of Contemporary Management, Sciendo, vol. 59(4), pages 1-17, December.
    2. Mengying Wu & Rongsong Wang & Peixu He & Christophe Estay & Zubair Akram, 2020. "Examining How Ambidextrous Leadership Relates to Affective Commitment and Workplace Deviance Behavior of Employees: The Moderating Role of Supervisor–Subordinate Exchange Guanxi," IJERPH, MDPI, vol. 17(15), pages 1-18, July.

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