How despotic leadership jeopardizes employees' performance: the roles of quality of work life and work withdrawal
Purpose This study contributes to the leadership literature by examining how and when
despotic leadership jeopardizes employees' performance. Specifically, we examine whether
employees' job performance could be harmed by despotic supervision through employees'
work withdrawal behaviour. Moreover, we investigate whether the quality of work-life (QWL)
helps in toning down the harmful effects of despotic supervision on work withdrawal.
Design/methodology/approach We used a multi-wave research design with data collected …
despotic leadership jeopardizes employees' performance. Specifically, we examine whether
employees' job performance could be harmed by despotic supervision through employees'
work withdrawal behaviour. Moreover, we investigate whether the quality of work-life (QWL)
helps in toning down the harmful effects of despotic supervision on work withdrawal.
Design/methodology/approach We used a multi-wave research design with data collected …
Purpose
This study contributes to the leadership literature by examining how and when despotic leadership jeopardizes employees' performance. Specifically, we examine whether employees' job performance could be harmed by despotic supervision through employees' work withdrawal behaviour. Moreover, we investigate whether the quality of work-life (QWL) helps in toning down the harmful effects of despotic supervision on work withdrawal.
Design/methodology/approach
We used a multi-wave research design with data collected from 195 employees and their supervisors working in Pakistan's manufacturing sector. At time 1, we measured the independent variable (i.e. despotic leadership) and moderator (QWL), whereas, at time-2, the mediator (work withdrawal) was tapped by the same respondent with a time interval of three weeks between them. At time 3, the outcome (supervisor-rated job performance) was assessed directly by the supervisors.
Findings
The results support the mediating effect between despotic leadership and employees' performance through an enhanced level of work withdrawal behaviour. The effect of despotic leadership on job performance via work withdrawal behaviour was found to be weaker among employees with a higher level of QWL.
Practical implications
For individuals, QWL serves as an enhancement of personal resources to deal with despotic leaders at the workplace; for organizations, our study results alert managers and leaders at the workplace to address employees' need for QWL as this positive resource may discourage work withdrawal behaviour and stimulate employees to perform well in their jobs despite facing despotic supervision.
Originality/value
This study contributes to the leadership literature by introducing work withdrawal as an underlying mechanism to explain the despotic leadership – job performance relationship. Further, we examined how the harmful effects of despotic leadership can be toned down through the moderating variable of QWL thus having practical implications for both employers and employees.
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