Abusive, arrogant and exploitative? Linking despotic leadership and adaptive performance: the role of Islamic work ethics

Tools

Qamar Zia, Muhammad and Sufyan Ramish, Muhammad and Mushtaq, Iram and Fasih, Syeda Tayyaba and Naveed, Muhammad (2024) Abusive, arrogant and exploitative? Linking despotic leadership and adaptive performance: the role of Islamic work ethics. Leadership & Organization Development Journal, 45 (7). pp. 1258-1280. ISSN 0143-7739 (https://doi.org/10.1108/LODJ-11-2023-0635)

[thumbnail of Zia-etal-LODJ-2024-Linking-despotic-leadership-and-adaptive-performance]
Preview
 Text. Filename: Zia-etal-LODJ-2024-Linking-despotic-leadership-and-adaptive-performance.pdf
Accepted Author Manuscript
License: Creative Commons Attribution-NonCommercial 4.0 logo
Download (1MB)| Preview

Abstract

Purpose This study aims to theoretically discuss and empirically test the mediating mechanism of psychological distress and the moderating effects of Islamic work ethics (IWE) in the relationship between despotic leadership and adaptive performance. Design/methodology/approach A three-wave survey was used to gather the data from middle managers and their supervisors of construction firms in Pakistan. The final sample consisted of 304 respondents and data analysis was performed through SEM analysis. Findings Despotic leadership enhances employees’ psychological distress which results in a negative impact on adaptive performance. In addition, IWE played a buffering role in mitigating the harmful impacts of despotic leadership on adaptive performance. Originality/value The study is among the pioneers that have investigated how despotic leadership impacts employees’ adaptive performance via the underlying mechanism of psychological distress through the conservation of resources and social exchange theory lens.

ORCID iDs

Qamar Zia, Muhammad, Sufyan Ramish, Muhammad, Mushtaq, Iram ORCID logoORCID: https://orcid.org/0000-0002-5845-0624, Fasih, Syeda Tayyaba and Naveed, Muhammad;
CORE (COnnecting REpositories)