Two to Tango? A cross-cultural investigation of the leader-follower agreement on authoritarian leadership

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buir.contributor.authorKarakitapoglu-Aygün, Zahide
buir.contributor.authorTomruk Gümüşlüoğlu, Lale
buir.contributor.orcidTomruk Gümüşlüoğlu, Lale|0000-0003-3281-9865
buir.contributor.orcidKarakitapoglu-Aygün, Zahide|0000-0002-8930-7628
dc.citation.epage485en_US
dc.citation.spage473en_US
dc.citation.volumeNumber128en_US
dc.contributor.authorKarakitapoglu-Aygün, Zahide
dc.contributor.authorTomruk Gümüşlüoğlu, Lale
dc.contributor.authorErturk, A.
dc.contributor.authorScandura, T. A.
dc.date.accessioned2022-02-18T06:36:22Z
dc.date.available2022-02-18T06:36:22Z
dc.date.issued2021-03-02
dc.departmentDepartment of Managementen_US
dc.description.abstractThis study investigates how the leader–follower agreement on authoritarian leadership influences the quality of communication experience with the leader across three countries: Taiwan, Turkey, and the U.S. We also examine the mediating role of the quality of communication in linking agreement on authoritarianism to subordinate in-role and extra-role performance. Our sample consisted of 674 Taiwanese, 409 Turkish, and 294 American employees and their leaders. The results demonstrate that in the U.S., the leader–follower agreement on this negative form of leadership has positive effects on the quality of communication. In Turkey, however, the leader–follower agreement on high levels of authoritarian leadership has a negative effect on interpersonal interactions. In Taiwan, agreement or disagreement on authoritarian leadership is not as important as in the U.S. or Turkey. We also found that the quality of communication experience was a significant mediating mechanism between the leader–follower agreement and follower performance in all three countries.en_US
dc.description.provenanceSubmitted by Esma Aytürk (esma.babayigit@bilkent.edu.tr) on 2022-02-18T06:36:22Z No. of bitstreams: 1 Two_to_Tango_A_cross-cultural_investigation_of_the_leader-follower_agreement_on_authoritarian_leadership.pdf: 1161830 bytes, checksum: be89d2d13f9272765139311a3a7c1a39 (MD5)en
dc.description.provenanceMade available in DSpace on 2022-02-18T06:36:22Z (GMT). No. of bitstreams: 1 Two_to_Tango_A_cross-cultural_investigation_of_the_leader-follower_agreement_on_authoritarian_leadership.pdf: 1161830 bytes, checksum: be89d2d13f9272765139311a3a7c1a39 (MD5) Previous issue date: 2021-03-02en
dc.embargo.release2024-03-02
dc.identifier.doi10.1016/j.jbusres.2021.02.034en_US
dc.identifier.eissn1873-7978
dc.identifier.issn0148-2963
dc.identifier.urihttp://hdl.handle.net/11693/77481
dc.language.isoEnglishen_US
dc.publisherElsevieren_US
dc.relation.isversionofhttps://doi.org/10.1016/j.jbusres.2021.02.034en_US
dc.source.titleJournal of Business Researchen_US
dc.subjectAuthoritarian leadershipen_US
dc.subjectLeader–follower agreementen_US
dc.subjectQuality of communication experienceen_US
dc.subjectIn-role performanceen_US
dc.subjectExtra-role performanceen_US
dc.subjectCultureen_US
dc.titleTwo to Tango? A cross-cultural investigation of the leader-follower agreement on authoritarian leadershipen_US
dc.typeArticleen_US

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