AUTHENTIC AND ABUSIVE LEADERSHIP IN CHINA: THE MEDIATING ROLE OF FOLLOWERSHIP AND THE MODERATING EFFECT OF POWER DISTANCE
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The purpose of this research article is to: (1) to examine the impact of true leadership and abuse of supervisory behavior on leadership performance in Chinese organizations (2)At the same time, leader identification and employee subordinate behavior are used as mediating mechanisms, and power distance orientation is used as a moderating variable(3) From the perspective of employees' follow-up behavior, the influence of leadership style on leadership performance is explored to carry out research between these variables. Anchored in social exchange theory and culturally contextualised perspectives, the research draws on data from 714 employees across diverse sectors, which are analysed using structural equation modelling (SEM) and hierarchical regression.
The findings theoretically integrate contrasting leadership styles into a relational framework emphasising followership as a core process and show cultural conditioning in non-Western settings.The research result was found that:1.Leadership style has a significant impact on leadership performance, with authentic leadership having a positive impact and abusive leadership having a negative impact2.Leader identification plays a mediating role between leadership style and employee following behavior3.Power distance orientation has a moderating effect on the relationship between leadership style and employee follower behavior.
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