关键词: 威权领导, 员工创新绩效, 环境动态性, 上下属关系

Abstract: From the beginning of the industrial revolution, innovation has been a key source of competitive advantage. With the increasing external competition faced by firms in today's business world, innovation has become imperative for most organizations. In the previous studies, scholars have studied the antecedents of individual innovative performance, with leadership being a key factor among these antecedents. Authoritarian leadership (AL) is the most prominent and most representative of the Chinese leadership tradition. It is also an important element of triad model of paternalistic leadership. However, it is surprising that there is no consistent research finding about the effect of authoritarian leadership on employee innovative performance. The purposes of the present study are twofold. First, we examine the moderating role of environmental dynamics in the relationship between authoritarian leadership and employee innovative performance. Second, we test the moderating role of supervisor-subordinate guanxi in the interaction between authoritarian leadership and environmental dynamics in predicting employee innovative performance.
Empirical data were obtained from 686 employees and their supervisors and finally 501 matched dyads were available. Data were collected from multiple sources to avoid the common method bias. Specifically, employees were asked to rate authoritarian leadership, supervisor-subordinate guanxi, and environmental dynamics. The formal leaders were asked to evaluate employee innovative performance. Correlation Analysis, Confirmative Factor Analysis, Hierarchical Regression Modeling were applied to test our hypotheses. The results indicated that: (1)Environmental dynamics negative moderated the relationship between authoritarian leadership and innovative performance, such that high environmental dynamics changed the positive impact of authoritarian leadership on innovative performance; (2)Environmental dynamics and supervisor-subordinate guanxi jointly moderated the authoritarian leadership and innovative performance relationship in such a way that this relationship was the most negatively pronounced when both environmental dynamics and supervisor-subordinate guanxi were high.
This study makes several meaningful contributions to the growing literatures on authoritarian leadership and employee innovative performance. First, this study found that authoritarian leadership does not always inhibit employee innovation performance. Intuitively, authoritarian leadership should inhibit the innovative behavior of employees. However, as shown in this study, in a stable external environment, the inhibitory effect of authoritarian leadership on employee innovation performance is alleviated. Second, the effectiveness of authoritarian leadership needs to consider multiple effective conditions. The existing research on the boundary conditions of authoritarian leadership pays less attention to the organization's environment and interpersonal interaction factors, while the research that considers multiple boundary conditions at the same time is even rarer. The results of this study have found two new boundaries for the relationship between authoritarian leadership and employee innovation performance. Finally, the relevant research results of this study will enrich and expand the development of the research context of the transactional model of stress. Our study also has important practical implications. This study suggested that supervisors' authoritarian behaviors should depend on the environment, the higher level of dynamism in the environment, the worse innovative performance under the influence of authoritarian leadership. Meanwhile, supervisors need to be aware that the supervisor-subordinate guanxi has not only an instrumental effect, but also an emotional effect.

Key words: authoritarian leadership, employee innovation performance, environmental dynamics, supervisor-subordinate guanxi