Do authoritarian leaders also have “fans”? The relationship between authoritarian leadership and employee followership behavior in the Chinese context

PurposeThe existing research rarely explains the value of authoritarian leadership in small- and medium-sized enterprises (SMEs). The purpose of this study is to explore how authoritarian leadership facilitates employee followership behaviors of the SMEs in China by considering the moderating effects of cooperative goal interdependence and leader behavioral integrity.Design/methodology/approachThis research tested hypotheses with a two-wave survey from a sample of 258 respondents from SMEs in China. Hypotheses are tested using hierarchical regression analyses.FindingsFindings of the study have indicated the instrumental function of authoritarian leadership in facilitating employee followership behavior in SMEs. In particular, this study shows that the influence of authoritarian leadership on followership behavior was positively related when employees have high cooperative goal interdependence with authoritarian leaders, and when employees perceive a leader's high behavioral integrity.Practical implicationsThe study will help SMEs to understand that authoritarian leadership should seek optimal levels of cooperative goals with employees and integrate achievement goals into their career development strategy to enhance their followership behavior. In addition, authoritarian leadership should strive to take actions consistent with their words to guarantee the relationship between achieving goals and sharing mutual goals with employees.Originality/valueThe study contributes to the literature by addressing an important yet under-researched area, i.e. the effectiveness of authoritarian leadership in SMEs. Authoritarian leadership, a demanding and controlling leadership style, is often criticized by scholars. This study elaborates on a three-way interaction implied by self-determination theory in predicting followership behavior. It specifies the different roles of two situational factors (cooperative goal interdependence and leader behavior integrity) in affecting employees' followership behavior.

Does independent goal interdependence impair dynamic capability? The mediating role of supplier integration and the moderating role of internal integration

PurposeRapidly changing technological and marketing environments challenge the survival of business organizations. Developing dynamic capability is critical in helping companies respond to today's turbulent environments. Thus, fruitful studies on the antecedents of dynamic capability have been conducted. However, in the context of the supply chain, little is known about the factors that can be harmful to dynamic capability. Drawing on the theory of cooperation and competition, the first purpose of this study is to examine the relationship between independent goal interdependence with suppliers and dynamic capability by focusing on the mediating role of supplier integration. Combining the information processing theory and transaction cost economics with the theory of cooperation and competition, the second purpose of this study is to discuss and test the moderating role of internal integration.Design/methodology/approachUsing a carefully designed questionnaire, a large-scale survey was employed to collect data in China. The senior manager (e.g. president, vice president, chief executive officer [CEO], executive or purchasing manager) of each company was asked to participate in our survey. The final valid sample in our survey consisted of 233 companies. Hierarchical multiple regression statistical analysis and bias-corrected bootstrapping methods were applied to test the correlation, mediation, moderation and moderated mediation relationships between variables.FindingsThe authors found that independent goal interdependence negatively influences dynamic capability through frustrating supplier integration. In addition, the moderated mediation model analysis shows that internal integration weakens the positive direct effect of supplier integration on dynamic capability while neutralizing the negative indirect effect of independent goal interdependence on dynamic capability. The theoretical and managerial implications of these results are discussed.Originality/valueFirst, starting from the goal interdependence and supply chain management perspectives, this research not only is consistent with remote theoretical research that explains why interdependence among organizations influences the capability to enhance competitive advantage but also incorporates relevant internal and external factors that influence dynamic capability. Second, by proposing an innovative boundary factor – internal integration – this study also contributes to adjusting the predictions of the theory of cooperation and competition. Third, focusing specifically on the negative antecedent of dynamic capability can provide a better understanding of the antecedents that cause companies to have weakened dynamic capability.

Examining the Creative Self-Efficacy, Goal Interdependence, and Satisfaction of New Venture Teams in the Board Game Industry

This study theoretically and empirically examines the important role that goal structures play in new venture teams. Specifically, we examine how creative self-efficacy affects the satisfaction of team members through cooperative and competitive goal interdependence. Relying on social cognitive and social interdependence theories, we contend that new venture teams’ creative self-efficacy leads to higher team satisfaction because it promotes the perception of cooperative goal structures among team members. We test our theory on new venture teams in the independent board game industry. Results generally support our hypotheses and we discuss the implications for entrepreneurship research and practice.

Cooperative goals and dynamic capability: the mediating role of strategic flexibility and the moderating role of human resource flexibility

Purpose The dynamic capabilities theory indicates that uncertain environments necessitate firms’ dynamic capability. This study aims to examine how dynamic capability can be shaped based on cooperative goal interdependence with supply chain partners by focusing on the mediating role of strategic flexibility and the moderating role of human resource flexibility. Design/methodology/approach Questionnaire surveys were administered to firm presidents, chief executive officers, chief human resources officers (CHOs) and other senior managers at 300 firms located in China. The data collection process was carried out in one wave with multiple sources. Of the firms contacted, the sample in this study consisted of 233 matched “CHO-other top manager” dyads. Structural equation modeling and the bias-corrected bootstrap method were used to test the proposed causal relationships, moderation model, mediation model and moderated mediation model. Findings Cooperative goal interdependence with both upstream companies and downstream companies was positively related to dynamic capability and strategic flexibility mediated these main effects. Moreover, human resource flexibility moderated the positive direct relationship between strategic flexibility and dynamic capability and the indirect relationships among cooperative goals, strategic flexibility and dynamic capability such that these relationships in companies with high human resource flexibility were stronger than these relationships in companies with low human resource flexibility. Originality/value The findings contribute to the literature on dynamic capability by providing empirical evidence regarding the relationships among cooperative goals, strategic flexibility, human resource flexibility and dynamic capability, which enriches the theory of cooperation and competition and suggests a new path to promote dynamic capability.

Interdependence of Approach and Avoidance Goals in Romantic Couples Over Days and Months

Objectives Despite the centrality of people’s approach goals (i.e., approach toward positive outcomes) and avoidance goals (i.e., avoidance of negative outcomes) in romantic relationships, little is known about the interdependence of approach and avoidance relationship goals between partners. Assuming that short-term, state-level goals accumulate into general goal tendencies, the present research tested whether partners’ daily (i.e., state level) and aggregated daily (i.e., trait level) approach and avoidance goals are mutually predictive in the short term (after one day) and the long term (after 10–12 months). In addition, we explored whether goal interdependence unfolds differently across adulthood and in relationships of different duration. Method Approach and avoidance goals were assessed daily on two 14-day measurement-burst occasions that were conducted 10–12 months apart. The sample consisted of N = 456 female–male couples (age: M = 33.6, SD = 13.8 years; relationship duration: M = 9.6, SD = 10.7 years). Results We observed significant short- and long-term partner effects in the prediction of couple members’ approach and avoidance goals. These partner effects were restricted to trait level and they did not emerge at the state level. Almost all effects were independent of age and relationship duration. Discussion The present research underscores the importance of disentangling state- and trait-level goal tendencies when investigating the interdependence of approach and avoidance goals within romantic relationships.

Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior

Purpose This study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships. Design/methodology/approach Two independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379). Findings The authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively. Originality/value This study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.

A Qualitative Examination of Relatedness Needs in Japanese EFL Classrooms and Task Motivation

The aims of this paper are to (a) examine the relatedness needs of Japanese university EFL learners, and (b) make suggestions on how instructors could organize group work in their classes. Self-determination theory postulates that, the more individuals’ relatedness needs are fulfilled, the more they are intrinsically motivated. However, some Japanese EFL motivation studies show mixed results regarding the causality. In this study, 24 Japanese university students participated in an interview. They were asked if their relationship with their classmates would influence their motivation to engage in tasks in an EFL classroom. The results indicated that, (1) when learners have not become well acquainted with their classmates in or out of class, becoming connected with them may enhance their motivation; conversely, when learners have already built good relationships with their classmates out of class, it may have different impacts on their in-class motivation, depending on the characteristic of the relationship; (2) learner motivation may improve when a given task that entails collective responsibility with other classmates; and (3) already motivated learners may prioritize competence and/or autonomy needs over relatedness needs. The author suggests that instructors assess classmates’ relationships and alter the ways they form groups and enhance positive goal interdependence among group members.