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Zheng, Y. orcid.org/0000-0002-9385-7737, Huang, X., Graham, L. et al. (2 more authors) (2020) Deterrence effects: The role of authoritarian leadership in controlling employee workplace deviance. Management and Organization Review. ISSN 1740-8776
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Table 1
Study 1: Fit comparisons of alternative factor models
ぬ2 df ∆ぬ2 /df RMSEA CFI TLI SRMR
Hypothesized Model 302.39 84 - .08 .95 .93 .05
Model A 1331.75 87 343.12 .20 .69 .63 .14
Model B 682.34 87 126.65 .14 .85 .82 .09
Model C 1725.77 89 284.68 .23 .59 .52 .16
Model D 2800.39 90 416.33 .29 .32 .21 .21
Note. Model A: 3-factor model combining authoritarian leadership and benevolent leadership; Model B: 3-factor model combining authoritarian leadershi and resource dependence; Model C: 2-factor model combining authoritarian leadership, benevolent leadership, and resource dependence as a factor; and Model D: 1-factor model combining all variables. *p < .05; ** p < .01.
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Table 2
Study 1: Variable, means, standard deviations, and correlations
Note: Tenure and age were coded in years. Gender was coded as 0 = male, 1 = female. Education was coded as 0 = below high school, 1 = above high school. Marital status was coded as 0 = single, 1 = married or living as married, 2 = separated/divorced/widowed. *p < .05; ** p < .01
Deterrence Effects of Authoritarian Leadership
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Table 3: Hierarchical multilevel analyses for the hypothesized three-way interaction in Study 1
Note. Unstandardized regression coefficients are shown. *p < .05;** p < .01.
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Table 4
Study 2: Fit Comparisons of Alternative Factor Models
ぬ2 df ∆ぬ2 /df RMSEA CFI TLI SRMR
Hypothesized model 220.64 84 - .08 .93 .91 .06
Model A 478.28 87 85.88 .13 .79 .75 .12
Model B 273.27 87 17.54 .09 .90 .88 .07
Model C 701.24 89 96.12 .16 .67 .62 .12
Model D 1095.69 90 145.84 .21 .47 .38 .19
Note. Model A: 3-factor model combining authoritarian leadership and benevolent leadership; Model B: 3-factor model combining authoritarian leadership and resource dependence; Model C: 2-factor model combining authoritarian leadership, benevolent leadership, and resource dependence as a factor and two behavioral deviance dimensions as a factor; and Model D: 1-factor model combining all variables. *p < .05 ** p < .01
Deterrence Effects of Authoritarian Leadership
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Table 5
Study 2: Variable, Means, Standard Deviations, and Correlations
Note. Tenure and age were coded in years. Gender was coded as 0 = male, 1 = female. Education was coded as 0 = below high school, 1 = above high school. *p < .05; ** p < .01
Deterrence Effects of Authoritarian Leadership
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Table 6: Hierarchical Multilevel Analyses for the Hypothesized Three-Way Interaction in Study 2
Figure 2 The Relationship between Authoritarian Leadership and Interpersonal Deviance under Conditions of Low and High Benevolence Leadership and Resouce Dependence in Study 1
1
1.5
2
2.5
Low Authoritarian Leadership High Authoritarian Leadership
The Relationship between Authoritarian Leadership and Interpersonal Deviance under Conditions of Low and High Benevolence Leadership and Resouce Dependence in Study 2
1.5
2
2.5
Low Authoritarian Leadership High Authoritarian Leadership
High benevolent leadership andhigh resource dependence
High benevolent leadership andlow resource dependence
English Version of Measures Used in Study 1 and Study 2
Authoritarian and Benevolent Leadership (Cheng et al., 2004).
Authoritarianism
1. My supervisor asks me to obey his/her instructions completely. 2. My supervisor determines all decisions in the team whether they are
important or not. 3. My supervisor always has the last say in meetings. 4. My supervisor always behaves in a commanding fashion in front of
employees. 5. I feel pressured when working with him/her. 6. My supervisor exercises strict discipline over subordinates. 7. My supervisor scolds us when we can’t accomplish our tasks. 8. My supervisor emphasizes that our group must have the best performance
of all the units in the organization. 9. We have to follow his/her rules to get things done. If not, he/she punishes
us severely.
Benevolence
1. My supervisor is like a family member when he/she gets along with us. 2. My supervisor devotes all his/her energy to taking care of me. 3. Beyond work relations, my supervisor expresses concern about my daily
life. 4. My supervisor ordinarily shows a kind concern for my comfort. 5. My supervisor will help me when I am in an emergency. 6. My supervisor takes very thoughtful care of subordinates who have spent a
long time with him/her. 7. My supervisor meets my needs according to my personal requests. 8. My supervisor encourages me when I encounter arduous problems. 9. My supervisor takes good care of my family members as well. 10. My supervisor tries to understand what the cause is when I don’t perform
well. 11. My supervisor handles what is difficult to do or manage in everyday life
for me.
Resource dependence (Farh et al., 2006).
1. My promotion largely depends on my supervisor. 2. My pay increases are largely influenced by my supervisor. 3. The welfare I can get depends on my supervisor’s decisions. 4. Whether I can get the necessary work resources depends on my
supervisor’s decisions. 5. My work is distributed by my supervisor. 6. I need my supervisor’s support to finish my work.
Deterrence Effects of Authoritarian Leadership
48
Chinese Interpersonal Deviance (Hui et al., 1999).
This employee…
1. Often speaks ill of the supervisor or colleagues behind their backs. 2. Uses illicit tactics to seek personal influence and gain with harmful effect
on interpersonal harmony in the company. 3. Takes credit, avoids blame, and fights fiercely for personal gain.
Deviance Measures Adapted from Bennett and Robinson (2000) Used in Study 2
Interpersonal Deviance This employee…
1. Said something hurtful to someone at work. 2. Cursed at someone at work. 3. Played a mean prank on someone at work. 4. Acted rudely toward someone at work. 5. Publicly embarrassed someone at work.