When Leaders get off track: The interactive effects of leader behaviours, organisational level and power distance on derailment potential
When Leaders get off track: The interactive effects of leader behaviours, organisational level and power distance on derailment potential
Although leader derailment is potentially costly to organizations and employees, the link between leader behaviors and derailment potential is unclear. Drawing on negative leadership theory, we address this gap in the literature by exploring how different leader behaviors are related to derailment potential and how this relationship is moderated by the organizational and cultural context. We found that leaders who exhibit low levels of decisiveness, leading employees, and straightforwardness and composure were more likely to be judged higher in derailment potential. Organizational level acted as a moderator, such that the relationship between these leadership behaviors and derailment potential was stronger for high level leaders. The national cultural value of power distance moderated these two-way interactions such that the moderating effect of organizational level in the decisiveness and leading employees-leader derailment potential relationship was stronger for leaders in high power distance cultures. These findings underscore the importance of contextual factors in examining leader derailment potential.
leader behaviours, , derailment potential, organisational level, , power distance,
British Academy of Management
D'amato, Alessia
f9ccb1f8-2e1f-4cfe-8cd2-8d9119cec2d4
Kim, Jin-Young
e94408b5-59dc-45a1-8909-694ebc480f19
D'amato, Alessia
f9ccb1f8-2e1f-4cfe-8cd2-8d9119cec2d4
Kim, Jin-Young
e94408b5-59dc-45a1-8909-694ebc480f19
D'amato, Alessia and Kim, Jin-Young
(2016)
When Leaders get off track: The interactive effects of leader behaviours, organisational level and power distance on derailment potential.
In BAM2016 Conference Proceedings.
British Academy of Management.
27 pp
.
Record type:
Conference or Workshop Item
(Paper)
Abstract
Although leader derailment is potentially costly to organizations and employees, the link between leader behaviors and derailment potential is unclear. Drawing on negative leadership theory, we address this gap in the literature by exploring how different leader behaviors are related to derailment potential and how this relationship is moderated by the organizational and cultural context. We found that leaders who exhibit low levels of decisiveness, leading employees, and straightforwardness and composure were more likely to be judged higher in derailment potential. Organizational level acted as a moderator, such that the relationship between these leadership behaviors and derailment potential was stronger for high level leaders. The national cultural value of power distance moderated these two-way interactions such that the moderating effect of organizational level in the decisiveness and leading employees-leader derailment potential relationship was stronger for leaders in high power distance cultures. These findings underscore the importance of contextual factors in examining leader derailment potential.
Text
D'Amato , Kim - BAM2016
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Accepted/In Press date: 21 March 2016
e-pub ahead of print date: 2 September 2016
Venue - Dates:
British Academy of Management Conference: Thriving in Turbulent Times, Newcastle University, Newcastle, United Kingdom, 2016-09-06 - 2016-09-08
Keywords:
leader behaviours, , derailment potential, organisational level, , power distance,
Identifiers
Local EPrints ID: 413975
URI: http://eprints.soton.ac.uk/id/eprint/413975
PURE UUID: e0ae4fe7-b853-4f72-bcea-ce3dc1fe2bab
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Date deposited: 12 Sep 2017 16:31
Last modified: 15 Mar 2024 15:58
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Contributors
Author:
Alessia D'amato
Author:
Jin-Young Kim
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