Effect of despotic leadership on counterproductive behavior: the role of reduced organization-based self-esteem and emotional stability

Abstract Purpose: The aim of this paper was to examine the effect of despotic leadership behavior on followers’ counterproductive behavior. It was also hypothesized that the effect would be mediated by reduced organization-based self-esteem (ROBSE) and moderated by employee emotional stability. We draw upon the conservation of resources perspective and social exchange theory. Theoretical framework: We draw upon social exchange theory. Design/methodology/approach: The setting of the study was SMEs (small and medium enterprises) in the Gujranwala Division of Pakistan. Time-lagged data were collected from 227 supervisor-subordinate dyads. Structural equation modeling was applied to test the direct and mediating effects. Interaction moderation was performed using Hayes’ PROCESS macro in SPSS. Findings: The findings suggest that despotic leadership has a positive effect on counterproductive behavior. Reduced organization-based self-esteem partially mediates the influence of despotic leadership on counterproductive behavior. Similarly, emotional stability moderates the impact of despotic leadership on counterproductive behavior. Research Practical & Social Implications: The phenomenon of despotic leadership is not new in organizations; however, it has only recently attracted interest from researchers. It is a good time to empirically investigate the impacts this leadership style can have on subordinates. Originality/Value: For the first time, it is confirmed by our results that despotic leaders’ behavior lowers subordinates’ self-esteem and causes them to engage in counterproductive behavior, except those who have high levels of emotional stability. The study sheds light on the ill effects of despotic leaders on followers.

摘要
研究目的：本文旨在考察专制领导行为对下属反生产行为的影响。本研究同时提出两项假设：该效应将通过降低基于组织的自尊（Reduced Organization-Based Self-Esteem，ROBSE）实现中介，并以员工情绪稳定性作为调节变量。本研究基于资源保存视角（Conservation of Resources Perspective）与社会交换理论（Social Exchange Theory）展开研究。
理论框架：本研究依托社会交换理论构建分析框架。
研究设计与方法：本研究的调研场景为巴基斯坦古吉兰瓦拉分区的中小型企业（Small and Medium Enterprises, SMEs）。研究采用时间滞后设计，共回收227份主管-下属配对有效问卷。本研究运用结构方程模型（Structural Equation Modeling）检验直接效应与中介效应，并借助SPSS软件中Hayes编制的PROCESS宏程序开展交互调节效应检验。
研究结果：结果显示，专制领导对下属反生产行为具有显著正向影响。降低的基于组织的自尊（ROBSE）在专制领导与反生产行为的关系中起到部分中介作用。同理，情绪稳定性对专制领导与反生产行为的关联具有显著调节效应。
研究实践与社会意义：专制领导现象在组织中并非鲜见，但直至近年才获得研究者的关注。当下正是实证探究该领导风格对下属产生各类影响的绝佳时机。
研究创新性与价值：本研究首次通过实证结果证实，专制领导行为会降低下属的组织自尊，并促使其产生反生产行为，但情绪稳定性较高的员工除外。本研究清晰揭示了专制领导者对下属造成的负面影响。