Authoritarian leadership and employee creativity: The moderating role of psychological capital and the mediating role of fear and defensive silence

Journal article


Guo, Liang, Decoster, Stijn, Babalola, Mayowa, De Schutter, Leander, Garba, Omale A. and Riisla, Katrin. (2018). Authoritarian leadership and employee creativity: The moderating role of psychological capital and the mediating role of fear and defensive silence. Journal of Business Research. 92, pp. 219 - 230. https://doi.org/10.1016/j.jbusres.2018.07.034
AuthorsGuo, Liang, Decoster, Stijn, Babalola, Mayowa, De Schutter, Leander, Garba, Omale A. and Riisla, Katrin
Abstract

Drawing from the transactional theory of stress, we examined the relationships between authoritarian leadership, fear, defensive silence, and ultimately employee creativity. We also explored the moderating effect of employee psychological capital on these mediated relationships. We tested our hypothesized model in two studies of employee-supervisor dyads working in Africa (Nigeria; Study 1) and Asia (China; Study 2). The results of Study 1 revealed that the negative relationship between authoritarian leadership and creativity was mediated by employee defensive silence. Extending these findings in a three-wave study in Study 2, our results revealed a more complex relationship. Specifically, our results showed that both fear and defensive silence serially mediated the link between authoritarian leadership and employee creativity. In addition, we found that this mediated relationship was moderated by employee psychological capital such that the relationship was stronger when psychological capital was low (versus high). Implications for both theory and practice are discussed.

KeywordsAuthoritarian leadership; Fear; Defensive silence; Employee creativity; Psychological capital
Year2018
JournalJournal of Business Research
Journal citation92, pp. 219 - 230
PublisherElsevier
ISSN0148-2963
Digital Object Identifier (DOI)https://doi.org/10.1016/j.jbusres.2018.07.034
Scopus EID2-s2.0-85050675674
Page range219 - 230
Research GroupCentre for Sustainable HRM and Wellbeing
Publisher's version
File Access Level
Controlled
Place of publicationUnited States of America
Permalink -

https://acuresearchbank.acu.edu.au/item/875vw/authoritarian-leadership-and-employee-creativity-the-moderating-role-of-psychological-capital-and-the-mediating-role-of-fear-and-defensive-silence

Restricted files

Publisher's version

  • 125
    total views
  • 0
    total downloads
  • 0
    views this month
  • 0
    downloads this month
These values are for the period from 19th October 2020, when this repository was created.

Export as

Related outputs

Supervisor off-work boundary infringements : Perspective-taking as a resource for after-hours intrusions
Jacob McCartney, Jennifer Franczak, Katerina Gonzalez, Angela T. Hall, Hochwarter, W, Samantha L. Jordan, Wajda Wikhamn, Abdul Karim Khan and Babalola, Mayowa. (2023). Supervisor off-work boundary infringements : Perspective-taking as a resource for after-hours intrusions. Work and Stress. 37(3), pp. 373-396. https://doi.org/10.1080/02678373.2023.2176945
When do ethical leaders become less effective? The moderating role of perceived leader ethical conviction on employee discretionary reactions to ethical leadership
Babalola, Mayowa T., Camps, Jeroen and Euwema, Martin. (2019). When do ethical leaders become less effective? The moderating role of perceived leader ethical conviction on employee discretionary reactions to ethical leadership. Journal of Business Ethics. 154(1), pp. 85-102. https://doi.org/10.1007/s10551-017-3472-z
The mind is willing, but the situation constrains: Why and when leader conscientiousness relates to ethical leadership
Babalola, Mayowa T., Bligh, Michelle C., Ogunfowora, Babatunde, Guo, Liang and Garba, Omale A.. (2019). The mind is willing, but the situation constrains: Why and when leader conscientiousness relates to ethical leadership. Journal of Business Ethics. 155(1), pp. 75 - 89. https://doi.org/10.1007/s10551-017-3524-4
A social exchange perspective on why and when ethical leadership foster customer-oriented citizenship behavior
Garba, Omale A., Babalola, Mayowa and Guo, Liang. (2018). A social exchange perspective on why and when ethical leadership foster customer-oriented citizenship behavior. International Journal of Hospitality Management. 70, pp. 1 - 8. https://doi.org/10.1016/j.ijhm.2017.10.018
Frequent Change and Turnover intention: The Moderating Role of Ethical Leadership
Babalola, Mayowa Tosin, Stouten, Jeroen and Euwema, Martin. (2016). Frequent Change and Turnover intention: The Moderating Role of Ethical Leadership. Journal of Business Ethics. https://doi.org/10.1007/s10551-014-2433-z
The Relation between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy
Babalola, Mayowa T., Stouten, Jeroen, Euwema, Martin C. and Ovadje, Franca. (2016). The Relation between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy. Journal of Management. https://doi.org/10.1177/0149206316638163
Does Ethical Leadership Influence Conflict among Employees? The Role of Resolution Efficacy
Babalola, Mayowa, Stouten, Jeroen and Euwema, Martin. (2014). Does Ethical Leadership Influence Conflict among Employees? The Role of Resolution Efficacy. Academy of Management (AOM) Annual Meeting. United States of America: Academy of Management. pp. 1 - 10