Do employees dare to improvise under authoritarian leadership? A conditional indirect effect depending on relationship and task environment

Abstract

Abstract To understand the extent to which employees choose to improvise under authoritarian leadership, we applied social information processing theory to examine the mechanisms and boundary conditions of such leadership’s influence on subordinates’ perceptions of managerial intolerance of errors and their improvisation from the perspective of negative leadership. Data from a multi-wave questionnaire survey of 319 frontline teams analysed using SPSS and Mplus revealed that authoritarian leadership can have an inhibitory effect on subordinates’ improvisation due to perceiving managerial intolerance of errors. Even so, the negative mediating effect is significantly weakened by the moderating effect of a leader–member exchange (LMX) relationship and task complexity. That is, when the level of the LMX relationship or task complexity is high, it mitigates authoritarian leadership’s indirect inhibitory effect on subordinates’ improvisation via their perceptions of management’s intolerance of errors.