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Management Science Letters

ISSN 1923-9343 (Online) - ISSN 1923-9335 (Print)
Quarterly Publication
Volume 11 Issue 1 pp. 223-232 , 2021

Exploring the effects of despotic leadership on employee engagement, employee trust and task performance Pages 223-232 Right click to download the paper Download PDF

Authors: Riffut Jabeen, Nazahah Rahim

DOI: 10.5267/j.msl.2020.8.012

Keywords: Employee engagement, Leadership, Despotic leadership, Employee trust, Employee task performance

Abstract: Drawing from research on despotic leadership, employee engagement, employee trust and employee task performance using conservation of resource theory and social exchange theory, this study investigated the three-way interaction of mediating effects of employee engagement (EE) and employee trust (ET) in the link between despotic leadership (DL) behavior of supervisor and employee task performance (TP). Data collected from 310 employees reflected that despotic leadership had negative effect on follower’s task performance, yet the role of employee trust and employee engagement provided the evidence of mediation. The study has explored the rarely addressed area of destructive leadership in the cultural setting of a developing country. The findings of the study have significant implications for future research and practice.


How to cite this paper
Jabeen, R & Rahim, N. (2021). Exploring the effects of despotic leadership on employee engagement, employee trust and task performance.Management Science Letters , 11(1), 223-232.

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Journal: Management Science Letters | Year: 2021 | Volume: 11 | Issue: 1 | Views: 5274 | Reviews: 0

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