Purpose

This paper aims to offer a new leadership perspective based on the premise that leader effectiveness depends on the context in which leadership behaviors are enacted.

Design/methodology/approach

Literature in the areas of abusive supervision and leadership were reviewed. Using social learning and attribution theories, this study develops propositions regarding the role of perceived abusive supervision in high vs low-intensity organizations.

Findings

In this theoretical account, this paper distinguishes between low and high-intensity work organizational contexts articulating a rationale for conditions appropriate for directive leadership. This paper posits that while directive leadership will be more prevalent in high-intensity contexts, it will be specifically targeted toward poor performers, those with personality characteristics that are tied to poor performance and those engaging in deviant behaviors. This study proposes that outcomes of directive leadership will depend on how it aligns with organizational norms and culture and the causality attributed to such behaviors.

Research limitations/implications

Recent leadership theories focus on nurturing and providing support to followers. This paper posits that such theories are suited to low-intensity organizations. This study offers a counterintuitive perspective in proposing that directive leadership which involves inducing stress, will lead to better outcomes in high-intensity organizational contexts. This paper offers testable propositions and avenues for future research on directive leadership in high-intensity organizational contexts.

Practical implications

Based on the premise that leadership is context-dependent, this study proposes that directive leadership is best suited in high-intensity organizational contexts, which is a novel proposal. Even within these high-intensity contexts, such leadership, this paper proposes will be targeted toward poor performers and employees with characteristics that are tied to poor performance and violation of organizational norms.

Social implications

Examination of the role of directive leadership in high intensity, clan culture organizations may facilitate understanding that effective leadership styles may differ depending upon the organization context.

Originality/value

Based on the premise that leadership is context-dependent, this study presents a novel proposal that directive leadership is most suited to high-intensity organizational contexts. Even within these high-intensity contexts, such leadership, this paper posits will be targeted toward poor performers and employees with personality characteristics associated with poor and deviant performance.

中文翻译：

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高强度组织环境的领导模型

目的

本文旨在提供一种新的领导视角，其前提是领导有效性取决于制定领导行为的背景。

设计/方法/方法

审查了滥用监督和领导领域的文献。本研究使用社会学习和归因理论，提出了关于感知滥用监督在高强度和低强度组织中的作用的命题。

发现

在这个理论解释中，本文区分了低强度和高强度的工作组织环境，阐明了适合指导性领导的条件的基本原理。本文假设，虽然指令性领导在高强度环境中会更普遍，但它会专门针对表现不佳的人、具有与表现不佳相关的个性特征的人以及从事越轨行为的人。本研究提出，指令性领导的结果将取决于它如何与组织规范和文化保持一致，以及归因于此类行为的因果关系。

研究限制/影响

最近的领导理论侧重于培养和支持追随者。本文假设此类理论适用于低强度组织。这项研究提供了一个违反直觉的观点，提出涉及诱导压力的指导性领导将在高强度组织环境中带来更好的结果。本文为未来研究高强度组织环境中的指导性领导提供了可检验的命题和途径。

实际影响

基于领导力依赖情境的前提，本研究提出指令型领导最适合高强度组织情境，这是一个新颖的提议。即使在这些高强度的背景下，本文提出的这种领导力也将针对表现不佳和具有与表现不佳和违反组织规范相关的特征的员工。

社会影响

在高强度、宗族文化组织中检查指导性领导的作用可能有助于理解有效的领导风格可能因组织环境而异。

原创性/价值

基于领导力依赖于情境的前提，本研究提出了一个新颖的建议，即指导性领导最适合高强度的组织情境。即使在这些高强度的背景下，这种领导力，本文也假设将针对表现不佳和具有与表现不佳和异常表现相关的个性特征的员工。