Culturally-shaped Mindsets of Authoritarian Leadership: Power Motivation and Effectiveness Belief Promoted by Power Distance

Author:

Jiang Xinhui1ORCID,Wang Maolin1,Ma Chao2,Chen Nannan1

Affiliation:

1. Yunnan University of Finance and Economics

2. Australian National University

Abstract

Abstract

An intriguing paradox in organizational management is that authoritarian leadership continues to prevail, particularly in high power distance contexts, despite recurring adverse research outcomes. To explore this puzzle, this study integrated cultural and active leader-choice perspectives and proposed a comprehensive framework to illustrate how power distance shapes leaders’ social cognition and motivation toward authoritarian leadership, causing variations in its distribution within and between cultures. Two studies were conducted in China and the US. The results demonstrated that leaders’ power distance boosts their belief in the effectiveness of discipline-focused authoritarian leadership and need for power, resulting in the manifestation of discipline- or dominance-focused authoritarian leadership, respectively. In addition, Chinese leaders exhibited higher power distance scores and stronger beliefs in the effectiveness of authoritarian leadership than US leaders. Theoretical and practical implications are discussed.

Funder

National Natural Science Foundation of China

Publisher

Research Square Platform LLC

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