Authoritarian and benevolent leadership: The role of follower homophily, power distance orientation and employability

Alexei Koveshnikov*, Mats Ehrnrooth, Heidi Wechtler

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Purpose: Drawing on follower-centric leadership theory, the study examines the role of perceived homophily between the leader and the follower, follower's individual-level power distance orientation (PDO) and follower's perceived employability in moderating the effects of authoritarian and benevolent paternalistic leadership (BPL) on followers' turnover intentions.
Design/methodology/approach: The study analyzes a sample of 403 white-collar Russian employees.
Findings: Whereas both leadership styles generally decrease followers' turnover intentions, they operate differently. Authoritarian leadership (AL) is more effective among followers with higher follower-leader homophily and PDO, whereas BPL is effective only among followers with low perceived homophily and PDO, and more effective among followers with higher perceived employability.
Originality/value: The study extends research on non-participative styles of leadership, their effects and boundary conditions
Original languageEnglish
Peer-reviewed scientific journalPersonnel Review
ISSN0048-3486
DOIs
Publication statusPublished - 18.01.2022
MoE publication typeA1 Journal article - refereed

Keywords

  • 512 Business and Management
  • follower-centric leadership
  • authoritarian
  • benevolent
  • turnover intentions
  • Russia

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