Autocratic leadership in social dilemmas: A threat to group stability

By M. van Vugt, Sarah F. Jepson, Claire M. Hart, David de Cremer. 2004

218 citations recorded by the source corpus.

Subfields: Demography, Safety Research, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/9a925ba55e53eaef65dc970e52876e5fc2c569c3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. S. Giessner
2. David de Cremer
3. Deanne N. den Hartog
4. K. Kalshoven
5. M. Kaptein

In Safety Research

1. M. Hogg
2. David E. Rast
3. Lindred L. Greer
4. David de Cremer
5. Deanne N. den Hartog
6. D. van Knippenberg
7. Eric van Dijk

In Sociology and Political Science

1. M. Hogg
2. David E. Rast
3. David de Cremer
4. S. Giessner
5. D. van Knippenberg
6. Deanne N. den Hartog
7. Lindred L. Greer
8. Annebel H. B. De Hoogh

Citations in the corpus

• Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, background): “Transactional leadership also imposes more control on employees and lacks motivational elements (Van Vugt et al. 2004).”
• Affective and motivational consequences of leader self-sacrifice: The moderating effect of autocratic leadership (2006, background): “Empirical evidence indeed shows that autocratic leaders negatively influence group stability and effectiveness ( Van Vugt, Jepson, Hart, & De Cremer, 2004 ), group climate, and feelings of being content and happy (Bass, 1990).”
• Self-uncertainty and Support for Autocratic Leadership (2013, result): “In general, early research, mainly conducted in the USA, found that non-autocratic leadership was preferred and more effective in most situations; a finding that has been robustly confirmed in recent empirical studies and meta-analyses (eg, De Cremer, 2006 ; Gastil, 1994 ;Van Vugt, Jepson, Hart, &”
• Leadership styles and employees’ motivation: Perspective from an emerging economy (2017, background): “Though the findings of this study are context specific, however they are in line with the theoretical assumptions of autocratic style and laissez-faire style (Van Vugt et al. 2004; Wong & Giessner 2015), but inconsistent with democratic leadership style (Raelin 2012).”
• Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, background): “Van Vugt et al. (2004) found that under autocratic leadership, group members were unhappy about the amount of control they could exercise over the decision-making process and were inclined to exit the group.”