Impact of autocratic leadership style on job performance 

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Authoritarian leadership refers to a leader’s behavior of asserting strong authority and control over subordinates and demanding unquestioned obedience from them (Cheng, 2000). According to the leadership literature (Achua, 2013), leaders who are highly on authoritarian demand their subordinates to achieve best performance among the organizations and make all the important decisions in their team. Authoritarian leadership is prevalent in Latin America, Middle East, and Asia Pacific business organizations (Bass, 2003), which has been receiving increasing attention in recent years (Cummings, 2003). Extensive research has depicted authoritarian leadership as destructive by verifying its negative influence on employee outcomes, such as employee voice behavior (Mohammed, 2018), team identification, and job performance (Achua, 2013). Thus, high authoritarian leadership has often been considered undesirable and ineffective in organizational management.

Transactional leadership may be a leadership style that emphasizes to transactions between leaders and subordinates. Bass and Avolio (2003) suggest that transactional leadership contains two aspects, namely contingent reward and exception management. The agreement between subordinates responsibility and the rewards gained when the planned goals are achieved a leadership practice called Contingent reward. While exception management is leader monitor deviations from established standards and take corrective action to realize organizational goals. (Bass, 2003) affirms that transactional leadership style is a kind of leadership style that gives more emphasis on the transaction between the leader and its subordinate. Transactional leadership stimulates and pressurizing followers by bartering appreciation with an exacting achievement. In a transaction the subordinate promised to tend rewards when subordinate is able to complete their duties in accordance with agreements. In other words, he encourages subordinates to figure. As other leadership styles, transactional leadership styles can also impacted the job performance either positively or negatively. It depends on employee assessment. The positive impact can happened when employees review transactional leadership positively and a negative impact will occur if employee takes into account that transactional leadership styles cannot be believed because they are not keeping their promises, not-honest or not transparent.

 

References

Achua, C. F., &Lussier, R. N. (2013). Effective leadership. (5th ed.). Canada: South Western Publishing

Bass, B. M., Avolio, B. J, Jung, D, & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88:207-218.

Cummings, L.L. And Schwab, D.P. 2003. Performance In Organizations: Determinants And Appraisal. Glenview: Scott, Foresman And Company.

Iqbal N, Anwar S and Haider N (2015).Effect of Leadership Style on Employee Performance. Arabian Journal of Business and Management Review

Mohammed Al-Malki and Wang Juan (2018). Leadership Styles and Job Performance: a Literature Review. Journal of International Business Research and Marketing.