Authoritarian-benevolent leadership and employee behaviors: an examination of the role of LMX ambivalence

According to social information processing theory and conservation of resource theory, we examine whether and how authoritarian-benevolent leadership influences employees' proactive work behaviors (PWBs) and unethical pro-organizational behaviors (UPBs). Study 1, a survey of 351 participants, r...

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Bibliographic Details
Authors: Chen, Lixin (Author) ; Weng, Qingxiong (Author)
Format: Electronic Article
Language:English
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Published: Springer 2023
In: Journal of business ethics
Year: 2023, Volume: 186, Issue: 2, Pages: 425-443
Further subjects:B Dialectical thinking
B Proactive work behaviors
B Aufsatz in Zeitschrift
B Unethical pro-organizational behaviors
B LMX ambivalence
B Authoritarian-benevolent leadership
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Summary:According to social information processing theory and conservation of resource theory, we examine whether and how authoritarian-benevolent leadership influences employees' proactive work behaviors (PWBs) and unethical pro-organizational behaviors (UPBs). Study 1, a survey of 351 participants, revealed that authoritarian-benevolent leadership was positively related to LMX ambivalence, and that LMX ambivalence was negatively related to employees' PWBs as well as UPBs. Further, the results showed that LMX ambivalence mediated the relationship between authoritarian-benevolent leadership and employees' PWBs as well as UPBs. We also found that dialectical thinking negatively moderated the effect of authoritarian-benevolent leadership on employee LMX ambivalence. Study 2, using manipulations in the form of scenarios, examined the mediating effect of LMX ambivalence linking authoritarian-benevolent leadership with employees' PWBs and UPBs. We discussed the theoretical and practical implications of our findings.
ISSN:1573-0697
Contains:Enthalten in: Journal of business ethics
Persistent identifiers:DOI: 10.1007/s10551-022-05225-8