THE DUAL-PATH EFFECT OF POSITIVE AND NEGATIVE LEADERSHIP ON LEADERSHIP PERFORMANCE: A STUDY OF CHINESE EMPLOYEES
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This study aimed to investigate the dual-path mechanisms through which authentic and abusive leadership styles influence leadership performance. A quantitative research design was employed, utilizing survey data collected from 714 employees working in various enterprises across China. The study measured authentic leadership, abusive leadership, employee task performance, affective commitment, and leadership performance using validated scales. Structural equation modeling (SEM) was conducted to test the proposed mediation model.
The findings revealed that authentic leadership enhances leadership performance both directly and indirectly by significantly boosting employees' task performance and affective commitment. Conversely, abusive leadership diminishes leadership performance by eroding these same employee-level factors. The results confirm that task performance and affective commitment serve as critical mediating mechanisms, explaining the "how" and "why" behind a leader's effectiveness. This study concludes that a leader's success is intrinsically built upon the productivity and loyalty of their team. Grounded in Social Exchange Theory, these findings underscore the importance for organizations to develop authentic leaders and implement policies to prevent abusive behaviors, as leadership performance is ultimately a reflection of the climate a leader cultivates.
This article is part of the doctoral dissertation of RUIZHU YANG,a doctoral student at the Thai-Chinese International School of Maragement, University of the Thai Chamber of Commerce.
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