Extant research demonstrates the destructive nature of authoritarian leadership in the workplace, yet its widespread use suggests that a more balanced view of this leadership style may be needed to identify whether this form of leadership engenders favorable reactions in specific circumstances. Integrating insights from appraisal theory and the compensatory control model, we posit that authoritarian leadership can evoke anxiety among employees in less disruptive settings, whereas it evokes feelings of awe in highly disruptive contexts. These anxiety and awe reactions then influence employees' downstream leader-focused behaviors (i.e., leader-directed avoidance and affiliation) and general work behaviors (i.e., counterproductive behavior and job performance). Thus, whether reactions to authoritarian leadership are dysfunctional or functional is contingent on event disruption as a key boundary condition. Results from an experience sampling study (Study 1), a multiwave and multisource field study (Study 2), and laboratory experiments (Studies 3a and 3b) largely confirm these predictions. The findings underscore the importance of event disruption for predicting employee reactions to authoritarian styles of leadership. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

中文翻译：

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两个叙述的故事：事件干扰在员工对独裁领导的情感和行为反应中的作用。


现有的研究表明，威权领导在工作场所具有破坏性，但其广泛使用表明，可能需要对这种领导风格采取更平衡的看法，以确定这种领导形式在特定情况下是否会产生有利的反应。综合评估理论和补偿控制模型的见解，我们认为独裁领导会在破坏性较小的环境中引起员工的焦虑，而在破坏性较大的环境中会引起敬畏感。这些焦虑和敬畏反应随后影响员工下游的以领导者为中心的行为（即领导者引导的回避和归属）和一般工作行为（即适得其反的行为和工作绩效）。因此，对独裁领导的反应是功能失调还是功能正常取决于事件破坏作为关键边界条件。经验抽样研究（研究 1）、多波和多源现场研究（研究 2）以及实验室实验（研究 3a 和 3b）的结果在很大程度上证实了这些预测。研究结果强调了事件干扰对于预测员工对独裁领导风格的反应的重要性。 （PsycInfo 数据库记录 (c) 2024 APA，保留所有权利）。