Ahmad, R; Nauman, S and Malik, S Z (2022) Tyrannical leader, machiavellian follower, work withdrawal, and task performance: Missing links in construction projects. Journal of Construction Engineering and Management, 148(7): 04022045, ISSN 0733-9364
Abstract
The literature on destructive styles of leadership usually suggests the negative consequences at the individual and firm level, whereas the combined effect of dark dyads with susceptible followers lacks attention. Drawing on the cognitive appraisal theory, we examined the underlying psychological mechanism through which tyrannical leadership undermines employees' task performance via work withdrawal behaviors in construction projects. Moreover, the moderating effect of subordinates' Machiavellian personality trait on the relationship between tyrannical leadership and supervisor-rated subordinates' task performance was investigated. We collected data using questionnaires from 215 leader-subordinate dyads working in the construction industry. The results supported the negative effect of tyrannical leadership on task performance as well as the mediating effect of work withdrawal. This study provides evidence that tyrannical leadership induces work withdrawal behaviors, which in turn reduces subordinates' task performance. Moreover, the interactive effect of subordinates' Machiavellian personality trait with tyrannical leadership style positively impacts the subordinate's task performance, confirming the effectiveness of leaders-follower dark dyads in construction projects. The study expands theoretical as well as empirical evidence on destructive leadership in construction projects and demonstrates the relationship among psychological variables and their effects on task performance through the unique dynamics of the follower's personality trait in the construction industry.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | machiavellianism; task performance; tyrannical leadership; work withdrawal behaviors |
| Index terms: | questionnaire, evidence, construction project, appraisal, leadership style, drawing, effectiveness, dynamics, supervisor, construction industry, personality |
| Subjects: | practitioner, evaluation and assessment methods, data collection methods, technical documentation, production management, performance management, factor and component analysis, behavioral psychology, systems engineering, leadership, industry analysis |
| Topics: | Organizational Design, Quality Management, Design Practice, Roles and Professions, Project Management, Research Practice, Engineering Principles |
| Descriptive scope: | 4 PCTA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here