SILENCED BY DESPOTIC LEADERSHIP: INVESTIGATING THE MEDIATING EFFECT OF JOB TENSIONS AND MODERATING INFLUENCE OF PSYCAP ON EMPLOYEE SILENCE
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Abstract
Dark leadership is rising, and scholars are paying more attention to reducing its harmful outcomes. Present research probes the harmful effects of despotic leadership due to subordinates’ silent behavior, along with mediating role of job tensions. This research used the moderating effect of the employees’ PsyCap by using the conservations of resources theory. A self-administered, questionnaire-based survey was used to collect data from employees of Tourism industry. This study employed a three-wave design with a three-week time gap between them. A total of 408 relevant surveys were statistically assessed through Hayes’s (2012) process bootstrapping, and SMART-PLS was used to confirm convergent and discriminant validity. According to the study’s findings, despotic leadership is strongly associated with job tensions and employee silence, and these positive effects are buffered in the presence of strong subordinates’ PsyCap. Furthermore, PsyCap’ strong subordinates were studied to reduce the positive association of despotic leadership on job tensions and employee silence. In contrast, it reverses the positive relationship of despotic leadership with job tensions and employee silence. Our study adds to the scant body of research on the detrimental impacts of despotic leadership on followers by focusing on the conservation of resource viewpoints. Present study also contributed by establishing when and how these impacts could be mitigated or overcome. The evidence from our study points to ways that policymakers and organizations can lessen the harmful effects of despotic leadership.
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