Effect of despotic leadership on organizational cynicism: role of moral disengagement and organizational identification
Abstract
The purpose of this study was to find out the effect of despotic leadership on organizational cynicism both directly and with the mediating role of moral disengagement. It was also posited that organizational identification inversely moderates the effect of despotic leadership on organizational cynicism. Data was collected from the SMEs in Gujranwala Division of Punjab, Pakistan. The sample consisted of 280 randomly chosen front line employees from nine strata of SME manufacturing concerns. To empirically test the hypothesized model, SEM (Structural equation modelling) and Process Macros in SPSS 25 were used. The results confirm the hypothesized model. Despotic leadership has positive effect on organizational cynicism. Moral disengagement mediated between despotic leadership and organizational cynicism. Furthermore, results proved that employees higher on organizational identification were lesser cynic and vice versa. The study is first of its first kind and has advanced our understanding of dark leadership, cynicism, disengagement and organizational identification in the SMEs. The results guide the leadership practice by highlighting the ill-effects of despotic leadership. The study has important implications for literature, policy and managerial practice presented in the end.
Keyword : despotic leadership, moral disengagement, cynicism, identification
How to Cite
Ahtisham, M. M., Anwar ul Haq, M., Ahmed, M. A., & Khalid, S. (2023). Effect of despotic leadership on organizational cynicism: role of moral disengagement and organizational identification. Business: Theory and Practice, 24(1), 194–205. https://doi.org/10.3846/btp.2023.13483
This work is licensed under a Creative Commons Attribution 4.0 International License.
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Erkutlu, H., & Chafra, J. (2017). Leaders’ narcissism and organizational cynicism in healthcare organizations. International Journal of Workplace Health Management, 10(5), 346–363. https://doi.org/10.1108/IJWHM-12-2016-0090
Erkutlu, H., & Chafra, J. (2018). Despotic leadership and organizational deviance: The mediating role of organizational identification and the moderating role of value congruence. Journal of Strategy and Management, 11(2), 150–165. https://doi.org/10.1108/JSMA-04-2017-0029
Fida, R., Paciello, M., Tramontano, C., Fontaine, R. G., Barbaranelli, C., & Farnese, M. L. (2015). An integrative approach to understanding counterproductive work behavior: The roles of stressors, negative emotions, and moral disengagement. Journal of Business Ethics, 130(1), 131–144. https://doi.org/10.1007/s10551-014-2209-5
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.1177/002224378101800104
Gaskin, J., & Lim, J. (2016). Master validity tool: AMOS plugin. Gaskination’s StatWiki.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2018). Multivariate data analysis. Pearson.
Hanges, P. J., & Dickson, M. W. (2004). The development and validation of the GLOBE culture and leadership scales. Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, (January), 122–151.
Harris, L. C. and Ogbonna, E. (2013). Forms of employee negative word-of-mouth: A study of front-line workers. Employee Relations, 35(1), 39–60. https://doi.org/10.1108/01425451311279401
Hayes, A. F., Preacher, K. J. (2014). Statistical mediation analysis with a multicategorical independent variable. British Journal of Mathematical and Statistical Psychology, 67(3), 451–470. https://doi.org/10.1111/bmsp.12028
House, R. J., & Howell, J. M. (1992). Personality and charismatic leadership. The Leadership Quarterly, 3(2), 81–108. https://doi.org/10.1016/1048-9843(92)90028-E
Hystad, S.W., Mearns, K. J., & Eid, J. (2014). Moral disengagement as a mechanism between perceptions of organisational injustice and deviant work behaviours. Safety Science, 68, 138–145. https://doi.org/10.1016/j.ssci.2014.03.012
Karakitapoğlu-Aygün, Z., & Gumusluoglu, L. (2013). The bright and dark sides of leadership: Transformational vs. non-transformational leadership in a non-Western context. Leadership, 9(1), 107–133. https://doi.org/10.1177/1742715012455131
Li, S., & Chen, Y. (2018). The relationship between psychological contract breach and employees’ counterproductive work behaviors: The mediating effect of organizational cynicism and work alienation. Frontiers in Psychology, 9. https://doi.org/10.3389/fpsyg.2018.01273
Lipman-Blumen, J. (2005). The allure of toxic leaders – why we follow destructive bosses and corrupt politicians and how we can survive them. Oxford University Press.
Liu, Y., Long, W., Lam, R., & Loi, R. (2012). Ethical leadership and workplace deviance: The role of moral disengagement. In W. Mobley, Y. Wang, & M. Li (Eds.), Advances in global leadership (Vol. 7, pp. 37–56). Emerald Group Publishing Limited. https://doi.org/10.1108/S1535-1203(2012)0000007006
Lorinkova, N. M., & Perry, S. J. (2017). When is empowerment effective? The role of leader-leader exchange in empowering leadership, cynicism, and time theft. Journal of Management, 43(5), 1631–1654. https://doi.org/10.1177/0149206314560411
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Mael, F., & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13(2), 103–123. https://doi.org/10.1002/job.4030130202
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