When controlling leaders meet employees with psychological capital: Impact on creative performance

Stijn Decoster; Omale Garba; Liang Guo; Leander De Schutter; Katrin Riisla

doi:10.5465/AMBPP.2018.15343abstract

When controlling leaders meet employees with psychological capital: Impact on creative performance

Stijn Decoster, Omale Garba, Liang Guo, Leander De Schutter, Katrin Riisla

Research output: Contribution to journal › Conference article › peer-review

Abstract

In this study, we explored the relationships between controlling leadership and employee creative performance by examining the mediating and moderating roles of fear and psychological capital. Using two field studies, our results showed that controlling leaders spark fear in their employees, which leads to employee silence and a lower demonstration of employee creative performance. In addition, employee psychological capital mitigated employees' levels of fear when confronted with a controlling leader.

Original language	English
Number of pages	37
Journal	Academy of Management Proceedings
Volume	2018
Issue number	1
DOIs	https://doi.org/10.5465/AMBPP.2018.15343abstract
Publication status	Published - 9 Jul 2018
Externally published	Yes
Event	Academy of Management Annual Meeting 2018: Improving Lives - Chicago, United States Duration: 10 Aug 2018 → 14 Aug 2018 http://aom.org/annualmeeting/theme/

Keywords

Authoritarian leadership
emotional exhaustion
defensive silence
employee creativity

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10.5465/AMBPP.2018.15343abstract

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title = "When controlling leaders meet employees with psychological capital: Impact on creative performance",

abstract = "In this study, we explored the relationships between controlling leadership and employee creative performance by examining the mediating and moderating roles of fear and psychological capital. Using two field studies, our results showed that controlling leaders spark fear in their employees, which leads to employee silence and a lower demonstration of employee creative performance. In addition, employee psychological capital mitigated employees' levels of fear when confronted with a controlling leader.",

keywords = "Authoritarian leadership, emotional exhaustion, defensive silence, employee creativity",

author = "Stijn Decoster and Omale Garba and Liang Guo and {De Schutter}, Leander and Katrin Riisla",

year = "2018",

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T2 - Academy of Management Annual Meeting 2018

AU - Decoster, Stijn

AU - Garba, Omale

AU - Guo, Liang

AU - De Schutter, Leander

AU - Riisla, Katrin

PY - 2018/7/9

Y1 - 2018/7/9

N2 - In this study, we explored the relationships between controlling leadership and employee creative performance by examining the mediating and moderating roles of fear and psychological capital. Using two field studies, our results showed that controlling leaders spark fear in their employees, which leads to employee silence and a lower demonstration of employee creative performance. In addition, employee psychological capital mitigated employees' levels of fear when confronted with a controlling leader.

AB - In this study, we explored the relationships between controlling leadership and employee creative performance by examining the mediating and moderating roles of fear and psychological capital. Using two field studies, our results showed that controlling leaders spark fear in their employees, which leads to employee silence and a lower demonstration of employee creative performance. In addition, employee psychological capital mitigated employees' levels of fear when confronted with a controlling leader.

KW - Authoritarian leadership

KW - emotional exhaustion

KW - defensive silence

KW - employee creativity

U2 - 10.5465/AMBPP.2018.15343abstract

DO - 10.5465/AMBPP.2018.15343abstract

M3 - Conference article

VL - 2018

JO - Academy of Management Proceedings

JF - Academy of Management Proceedings

IS - 1

Y2 - 10 August 2018 through 14 August 2018

ER -

When controlling leaders meet employees with psychological capital: Impact on creative performance

Abstract

Keywords

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