What if authoritarian to all or to some? A multi-level investigation of within-team differentiation in authoritarian leadership

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buir.contributor.authorKarakitapoğlu Aygün, Zahide
buir.contributor.authorGümüşlüoğlu, Lale
buir.contributor.orcidKarakitapoğlu Aygün, Zahide|0000-0002-8930-7628
buir.contributor.orcidGümüşlüoğlu, Lale|0000-0003-3281-9865
dc.citation.volumeNumber162
dc.contributor.authorKarakitapoğlu Aygün, Zahide
dc.contributor.authorGümüşlüoğlu, Lale
dc.contributor.authorErtürk, Alper
dc.contributor.authorScandura, Terri A.
dc.date.accessioned2024-03-13T19:39:18Z
dc.date.available2024-03-13T19:39:18Z
dc.date.issued2023-03-30
dc.departmentDepartment of Management
dc.description.abstractThe literature on the bright side of leadership has established that leaders differentiate among their followers. This paper examines a negative leadership style, authoritarian leadership (AL) and, based on group value and engagement models, proposes that AL differentiation softens the negative effects of mean AL on team cohesion, which in turn influences team and individual performance. Based on social comparison and justice theories, we also test the opposite effects of AL differentiation on these outcomes as a competing hypothesis. The results (multi-source cross-level data from 381 employees of 63 teams) support our main hypothesis but not the competing hypothesis. When team leaders exhibited authoritarian behaviors to all members (low differentiation), team cohesion decreased drastically, which reduced individual (in-role, extra-role, but not innovative performance) and team performance. In the high differentiation condition, the negative effects of mean AL via team cohesion on in-role and extra-role performance and team performance were alleviated.
dc.embargo.release2026-03-30
dc.identifier.doi10.1016/j.jbusres.2023.113873
dc.identifier.eissn1873-7978
dc.identifier.issn0148-2963
dc.identifier.urihttps://hdl.handle.net/11693/114705
dc.language.isoen
dc.publisherElsevier Inc
dc.relation.isversionofhttps://dx.doi.org/10.1016/j.jbusres.2023.113873
dc.rightsCC BY 4.0 Deed (Attribution 4.0 International)
dc.rights.urihttps://creativecommons.org/licenses/by/4.0/
dc.source.titleJournal of Business Research
dc.subjectAuthoritarian leadership
dc.subjectAuthoritarian leadership differentiation
dc.subjectTeam cohesion
dc.subjectPerformance
dc.titleWhat if authoritarian to all or to some? A multi-level investigation of within-team differentiation in authoritarian leadership
dc.typeArticle

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