Authoritarian and benevolent leadership: the role of follower homophily, power distance orientation and employability

Abstract

PurposeDrawing on follower-centric leadership theory, the study examines the role of perceived homophily between the leader and the follower, follower's individual-level power distance orientation (PDO) and follower's perceived employability in moderating the effects of authoritarian and benevolent paternalistic leadership (BPL) on followers' turnover intentions.Design/methodology/approachThe study analyzes a sample of 403 white-collar Russian employees.FindingsWhereas both leadership styles generally decrease followers' turnover intentions, they operate differently. Authoritarian leadership (AL) is more effective among followers with higher follower-leader homophily and PDO, whereas BPL is effective only among followers with low perceived homophily and PDO, and more effective among followers with higher perceived employability.Originality/valueThe study extends research on non-participative styles of leadership, their effects and boundary conditions.