Authoritarian and benevolent leadership: the role of follower homophily, power distance orientation and employability

Abstract

Purpose Drawing on follower-centric leadership theory, the study examines the role of perceived homophily between the leader and the follower, follower's individual-level power distance orientation (PDO) and follower's perceived employability in moderating the effects of authoritarian and benevolent paternalistic leadership (BPL) on followers' turnover intentions. Design/methodology/approach The study analyzes a sample of 403 white-collar Russian employees. Findings Whereas both leadership styles generally decrease followers' turnover intentions, they operate differently. Authoritarian leadership (AL) is more effective among followers with higher follower-leader homophily and PDO, whereas BPL is effective only among followers with low perceived homophily and PDO, and more effective among followers with higher perceived employability. Originality/value The study extends research on non-participative styles of leadership, their effects and boundary conditions.

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