Skip to main content
SpringerLink
Log in

Demystifying Benevolent Leadership: When Subordinates Feel Obligated to Undertake Illegitimate Tasks

  • Original Paper
  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Drawing on social exchange theory and benevolent leadership literature, we show how the largesse associated with benevolent leadership can cause subordinates to feel obliged to undertake illegitimate tasks assignments that go beyond their job duties. The hypotheses are tested in a scenario experimental study and a multisource, time-lagged field survey. Both studies indicate that benevolent leadership evokes indebtedness in subordinates (called felt obligation), which is then indirectly related to their willingness to undertake illegitimate tasks. The second study shows that subordinates who try to avoid actions that damage relationships (called disintegration avoidance) and those who feel job insecurity are most willing to perform illegitimate assignments. Practical implications for curbing workplace exploitation are discussed.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2
Fig. 3
Fig. 4
Fig. 5

Similar content being viewed by others

Data availability

The data are available from the corresponding author on reasonable request.

Notes

  1. All variables were measured using a six-point scale because of the central tendency bias observed among Chinese respondents (Hui, 1984; Hui et al., 2004). Specifically, Chinese people tend to answer in the middle (Chiu & Yang, 1987). Therefore, the six-point scale, as an even number of points on the Likert-like scale rather than an odd number, could prevent this response bias by not including a mid-point on the scale (Cheng et al., 2004).

References

  • Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Sage.

    Google Scholar 

  • Aquino, K., & Reed, A., II. (2002). The self-importance of moral identity. Journal of Personality and Social Psychology, 83(6), 1423–1440.

    Article  Google Scholar 

  • Asplund, K. (2019). When profession trumps potential: The moderating role of professional identification in employees’ reactions to talent management. The International Journal of Human Resource Management, 31(4), 539–561.

    Article  Google Scholar 

  • Bakker, A. B., Demerouti, E., & Dollard, M. F. (2008). How job demands affect partners’ experience of exhaustion: Integrating work-family conflict and crossover theory. Journal of Applied Psychology, 93(4), 901–911.

    Article  Google Scholar 

  • Bammens, Y. P. M. (2016). Employees’ innovative behavior in social context: A closer examination of the role of organizational care. Journal of Product Innovation Management, 33(3), 244–259.

    Article  Google Scholar 

  • Baran, B. E., Shanock, L. R., & Miller, L. R. (2012). Advancing organizational support theory into the twenty-first century world of work. Journal of Business and Psychology, 27(2), 123–147.

    Article  Google Scholar 

  • Batson, C. D. (1991). The altruism question: Toward a social-psychological answer. Erlbaum.

    Google Scholar 

  • Björk, L., Bejerot, E., Jacobshagen, N., & Härenstam, A. (2013). I shouldn’t have to do this: Illegitimate tasks as a stressor in relation to organizational control and resource deficits. Work & Stress, 27(3), 262–277.

    Article  Google Scholar 

  • Blau, P. M. (1964). Exchange and power in social life. Wiley.

    Google Scholar 

  • Brislin, R. W. (1986). The wording and translation of research instruments. In W. J. Lonner & J. W. Berry (Eds.), Field methods in cross-cultural research (pp. 137–164). Sage.

    Google Scholar 

  • Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134.

    Article  Google Scholar 

  • Chan, S. C. H. (2017). Benevolent leadership, perceived supervisory support, and subordinates’ performance. The Leadership & Organization Development Journal, 38(7), 897–911.

    Article  Google Scholar 

  • Chan, S., & Mak, W. (2012). Benevolent leadership and follower performance: The mediating role of leader-member exchange (LMX). Asia Pacific Journal of Management, 29(2), 285–301.

    Article  Google Scholar 

  • Chen, L., Yang, B. Y., & Jing, R. T. (2015a). Paternalistic leadership, team conflict, and TMT decision effectiveness: Interactions in the Chinese context. Management and Organization Review, 11(4), 739–762.

    Article  Google Scholar 

  • Chen, S., Fan, Y., Zhang, G., & Zhang, Y. (2021). Collectivism-oriented human resource management on team creativity: Effects of interpersonal harmony and human resource management strength. The International Journal of Human Resource Management, 32(18), 3805–3832.

    Article  Google Scholar 

  • Chen, T., Leung, K., Li, F., & Ou, Z. (2015b). Interpersonal harmony and creativity in China. Journal of Organizational Behavior, 36(5), 648–672.

    Article  Google Scholar 

  • Chen, X. P., Eberly, M., Chiang, J. T. J., Farh, J. L., & Cheng, B. S. (2014). Affective trust in Chinese leaders: Linking paternalistic leadership to employee performance. Journal of Management, 40(3), 796–819.

    Article  Google Scholar 

  • Chen, Y., Wang, Y., Cooke, F. L., Lin, L., Paillé, P., & Boiral, O. (2023). Is abusive supervision harmful to organizational environmental performance? Evidence from China. Asian Business & Management, 22, 689–712.

    Article  Google Scholar 

  • Chen, Y., Zhou, X., & Klyver, K. (2019). Collective efficacy: Linking paternalistic leadership to organizational commitment. Journal of Business Ethics, 159(2), 587–603.

    Article  Google Scholar 

  • Cheng, B. S., Chou, L. F., Wu, T. Y., Huang, M. P., & Farh, J.-L. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89–117.

    Article  Google Scholar 

  • Chhabra, B., & Pandey, P. (2023). Job insecurity as a barrier to thriving during COVID-19 pandemic: A moderated mediation model of knowledge hiding and benevolent leadership. Journal of Knowledge Management, 27(3), 632–654.

    Article  Google Scholar 

  • Chiu, C., & Yang, C. F. (1987). Chinese subjects’ dilemmas: Humility and cognitive laziness as problems in using rating scales. Bulletin of the Hong Kong Psychological Society, 18, 39–50.

    Google Scholar 

  • Cohen, T. R., Panter, A. T., & Turan, N. (2013). Predicting counterproductive work behavior from guilt proneness. Journal of Business Ethics, 114, 45–53.

    Article  Google Scholar 

  • De Witte, H. (1999). Job insecurity and psychological well-being: Review of the literature and exploration of some unresolved issues. European Journal of Work and Organizational Psychology, 8(2), 155–177.

    Article  Google Scholar 

  • De Witte, H. (2000). Work ethic and job insecurity: Assessment and consequences for well-being, satisfaction and willingness at work. In R. Bowen, K. De Witte, H. De Witte, & T. Taillieu (Eds.), From group to community (pp. 325–350). Garant.

    Google Scholar 

  • Decoster, S., Stouten, J., Camps, J., & Tripp, T. M. (2014). The role of employees’ OCB and leaders’ hindrance stress in the emergence of self-serving leadership. The Leadership Quarterly, 25(4), 647–659.

    Article  Google Scholar 

  • Duan, J., Wang, X. H., Janssen, O., & Farh, J. L. (2022). Transformational leadership and voice: When does felt obligation to the leader Matter? Journal of Business and Psychology, 37(2), 543–555.

    Article  Google Scholar 

  • Eatough, E. M., Meier, L. L., Igic, I., Elfering, A., Spector, P. E., & Semmer, N. K. (2016). You want me to do what? Two daily diary studies of illegitimate tasks and employee well-being. Journal of Organizational Behavior, 37(1), 108–127.

    Article  Google Scholar 

  • Edwards, J. R., & Lambert, L. S. (2007). Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis. Psychological Methods, 12(1), 1–22.

    Article  Google Scholar 

  • Effelsberg, D., Solga, M., & Gurt, J. (2014). Transformational leadership and follower’s unethical behavior for the benefit of the company: A two-study investigation. Journal of Business Ethics, 120, 81–93.

    Article  Google Scholar 

  • Eisenberger, R., Armeli, S., Rexwinkle, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocity of perceived organizational support. Journal of Applied Psychology, 86(1), 42–51.

    Article  Google Scholar 

  • Emerson, R. M. (1976). Social exchange theory. Annual Review of Sociology, 2, 335–362.

    Article  Google Scholar 

  • Erdogan, B., Karakitapoğlu-Aygün, Z., Caughlin, D., Bauer, T. N., & Gumusluoglu, N. (2020). Employee overqualification and manager job insecurity: Implications for employee career outcomes. Human Resource Management, 59(6), 555–567.

    Article  Google Scholar 

  • Erkutlu, H., & Chafra, J. (2016). Benevolent leadership and psychological well-being: The moderating effects of psychological safety and psychological contract breach. Leadership & Organization Development Journal, 37(3), 369–386.

    Article  Google Scholar 

  • Farh, J. L., & Cheng, B. S. (2000). A cultural analysis of paternalistic leadership in Chinese organizations. In J. T. Li, A. S. Tsui, & E. Weldon (Eds.), Management and organizations in the Chinese context (pp. 84–127). Macmillan.

    Chapter  Google Scholar 

  • Farh, J. L., Cheng, B. S., Chou, L. F., & Chu, X. P. (2014). Authority and benevolence employees’ responses to paternalistic leadership in China. China’s domestic private firms: Multidisciplinary perspectives on management and willingness (pp. 230–260). Taylor and Francis.

    Google Scholar 

  • Farh, J. L., Hackett, R. D., & Liang, J. (2007). Individual-level cultural values as moderators of perceived organizational support-employee outcome relationships in China: Comparing the effects of power distance and traditionality. Academy of Management Journal, 50(3), 715–729.

    Article  Google Scholar 

  • Farinha, A. C., & Maia, T. V. (2021). People exert more effort to avoid losses than to obtain gains. Journal of Experimental Psychology: General, 150(9), 1837–1853.

    Article  Google Scholar 

  • Fila, M. J., & Eatough, E. (2018). Extending knowledge of illegitimate tasks: Student satisfaction, anxiety, and emotional exhaustion. Stress and Health, 34(1), 152–162.

    Article  Google Scholar 

  • Framke, E., Sørensen, O. H., Pedersen, J., & Rugulies, R. (2018). Can illegitimate job tasks be reduced by a participatory organizational-level workplace intervention? Results of a cluster-randomized controlled trial in Danish pre-schools. Scandinavian Journal of Work, Environment & Health, 44(2), 219–223.

    Google Scholar 

  • Gerbing, D. W., & Hamilton, J. G. (1996). Viability of exploratory factor analysis as a precursor to confirmatory factor analysis. Structural Equation Modeling, 3(1), 62–72.

    Article  Google Scholar 

  • Ghosh, K. (2015). Benevolent leadership in not-for-profit organizations welfare orientation measures, ethical climate and organizational citizenship behavior. The Leadership & Organization Development Journal, 36(5), 592–611.

    Article  Google Scholar 

  • Gigol, T. (2020). Influence of authentic leadership on unethical pro-organizational behavior: The intermediate role of work engagement. Sustainability, 12(3), 1182.

    Article  Google Scholar 

  • Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9, 175–208.

    Google Scholar 

  • Graham, K. A., Ziegert, J. C., & Capitano, J. (2015). The effect of leadership style, framing, and promotion regulatory focus on unethical pro-organizational behavior. Journal of Business Ethics, 126, 423–436.

    Article  Google Scholar 

  • Gumusluoglu, L., Karakitapoğlu-Aygün, Z., & Scandura, T. A. (2017). A multilevel examination of benevolent leadership and innovative behavior in R&D contexts: A social identity approach. Journal of Leadership & Organizational Studies, 24(4), 479–493.

    Article  Google Scholar 

  • Gumusluoglu, L., Karakitapolu-Aygün, Z., & Hu, C. (2020). Angels and devils?: How do benevolent and authoritarian leaders differ in shaping ethical climate via justice perceptions across cultures? Business Ethics: A European Review, 29(2), 388–402.

    Article  Google Scholar 

  • Hair, J., Anderson, R., Black, B., & Babin, B. (2016). Multivariate data analysis (7th ed.). Pearson Education.

    Google Scholar 

  • Han, Z., Wang, Q., & Yan, X. (2019). How responsible leadership predicts organizational citizenship behavior for the environment in China. The Leadership & Organization Development Journal, 40(3), 305–318.

    Article  Google Scholar 

  • Hayes, A. F. (2017). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. Guilford Press.

    Google Scholar 

  • Hiller, N. J., Sin, H. P., Ponnapalli, A. R., & Ozgen, S. (2019). Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies. The Leadership Quarterly, 30(1), 165–184.

    Article  Google Scholar 

  • Huang, Q., Liu, H., & Chu, C. (2021). Effects of paternalistic leadership on quality of life of grassroots officials in China: Mediation effects of burnout. Applied Research in Quality of Life, 16(5), 2113–2130.

    Article  Google Scholar 

  • Huang, T. Y., & Lin, C. P. (2021). Is paternalistic leadership a double-edged sword for team performance? The mediation of team identification and emotional exhaustion. Journal of Leadership & Organizational Studies, 28(2), 207–220.

    Article  Google Scholar 

  • Hui, H. C. C. (1984). Individualism-collectivism: Theory, measurement, and its relation to reward allocation. University of Illinois at Urbana-Champaign.

  • Hui, C., Lee, C., & Rousseau, D. M. (2004). Psychological contract and organizational citizenship behavior in China: Investigating generalizability and instrumentality. Journal of Applied Psychology, 89(2), 311–321.

    Article  Google Scholar 

  • Hurley, A. E., Scandura, T. A., Schriesheim, C. A., Brannick, M. T., Seers, A., Vandenberg, R. J., & Williams, R. J. (1997). Exploratory and confirmatory factor analysis: Guidelines, issues, and alternatives. Journal of Organizational Behavior, 18(6), 667–683.

    Article  Google Scholar 

  • Jiang, R., & Lin, X. (2020). Trickle-down effect of benevolent leadership on unethical employee behavior: A cross-level moderated mediation model. Leadership & Organization Development Journal, 41(6), 721–740.

    Article  Google Scholar 

  • Kilponen, K., Huhtala, M., Kinnunen, U., Mauno, S., & Feldt, T. (2021). Illegitimate tasks in health care: Illegitimate task types and associations with occupational well-being. Journal of Clinical Nursing, 30(13–14), 2093–2106.

    Article  Google Scholar 

  • Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. (2010). Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work. Journal of Applied Psychology, 95(1), 1–31.

    Article  Google Scholar 

  • Koveshnikov, A., Ehrnrooth, M., & Wechtler, H. (2023). Authoritarian and benevolent leadership: The role of follower homophily, power distance orientation and employability. Personnel Review, 52(1), 218–235.

    Article  Google Scholar 

  • Krumpal, I. (2013). Determinants of social desirability bias in sensitive surveys: A literature review. Quality & Quantity, 47(4), 2025–2047.

    Article  Google Scholar 

  • Leung, K. (1997). Negotiation and reward allocations across cultures. In P. C. Earley & M. Erez (Eds.), New perspective on international industrial-organizational psychology (pp. 640–675). Jossey-Bass.

    Google Scholar 

  • Leung, K., Brew, F. P., Zhang, Z. X., & Zhang, Y. (2011). Harmony and conflict: A cross-cultural investigation in China and Australia. Journal of Cross-Cultural Psychology, 42(5), 795–816.

    Article  Google Scholar 

  • Leung, K., Deng, H., Wang, J., & Zhou, F. (2015). Beyond risk-taking: Effects of psychological safety on cooperative goal interdependence and prosocial behavior. Group & Organization Management, 40(1), 88–115.

    Article  Google Scholar 

  • Leung, K., Koch, P. T., & Lu, L. (2002). A dualistic model of harmony and its implications for conflict management in Asia. Asia Pacific Journal of Management, 19(2–3), 201–220.

    Article  Google Scholar 

  • Li, G., Rubenstein, A. L., Lin, W., Wang, M., & Chen, X. (2018). The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment. Personnel Psychology, 71(3), 369–397.

    Article  Google Scholar 

  • Li, R., Tian, X. M., & Liu, S. S. (2015). Does benevolent leadership increase employee pro-social rule breaking? Acta Psychologica Sinica, 47(5), 637–652.

    Article  Google Scholar 

  • Lin, W., Ma, J., Zhang, Q., Li, J. C., & Jiang, F. (2018). How is benevolent leadership linked to employee creativity? The mediating role of leader-member exchange and the moderating role of power distance orientation. Journal of Business Ethics, 152(4), 1099–1115.

    Article  Google Scholar 

  • Lin, W., Shao, Y., Li, G., Guo, Y., & Zhan, X. (2021). The psychological implications of COVID-19 on employee job insecurity and its consequences: The mitigating role of organization adaptive practices. Journal of Applied Psychology, 106(3), 317–329.

    Article  Google Scholar 

  • Ling, H. C., Chang, J. C., Hsieh, S. Y., Lee, C., & Liao, M. (2011). Leadership behavior and subordinate effectiveness of Chinese hospitality: Mediating process of loyalty. African Journal of Business Management, 5(19), 9340–9347.

    Google Scholar 

  • Long, L. R., Tu, Y., Wang, H. J., & Jiang, L. (2022). The content of the threat matters: The differential effects of quantitative and qualitative job insecurity on different types of employee motivation. Journal of Business and Psychology, 37, 297–310.

    Article  Google Scholar 

  • Lu, C. Q., Wang, H. J., Lu, J. J., Du, D. Y., & Bakker, A. B. (2014). Does work engagement increase person-job fit? The role of job crafting and job insecurity. Journal of Vocational Behavior, 84(2), 142–152.

    Article  Google Scholar 

  • Luu, T. (2019). Relationship between benevolent leadership and the well-being among employees with disabilities. Journal of Business Research, 99(2), 282–294.

    Article  Google Scholar 

  • Ma, J. L., & Wang, J. B. (2020). The head nurse did her best as a “cleaner”. China Military. https://baijiahao.baidu.com/s?id=1663763359020166102&wfr=spider&for=pc

  • Ma, L., & Tsui, A. S. (2015). Traditional Chinese philosophies and contemporary leadership. The Leadership Quarterly, 26, 13–24.

    Article  Google Scholar 

  • Mahmoud, A. B., Fuxman, L., Mohr, I., Reisel, W. D., & Grigoriou, N. (2021). “We aren’t your reincarnation!” workplace motivation across X, Y and Z generations. International Journal of Manpower, 42(1), 193–209.

    Article  Google Scholar 

  • Mansur, J., Sobral, F., & Goldszmidt, R. (2017). Shades of paternalistic leadership across cultures. Journal of World Business, 52(5), 702–713.

    Article  Google Scholar 

  • Mao, J.-Y., Zhang, Y., Chen, L., & Liu, X. (2019). Consequences of supervisor self-interested behavior: A moderated mediation. Journal of Managerial Psychology, 34(3), 126–138.

    Article  Google Scholar 

  • Mesdaghinia, S., Rawat, A., & Nadavulakere, S. (2019). Why moral followers quit: Examining the role of leader bottom-line mentality and unethical pro-leader behavior. Journal of Business Ethics, 159, 491–505.

    Article  Google Scholar 

  • Methot, J. R., Lepine, J. A., Podsakoff, N. P., & Christian, J. S. (2015). Are workplace friendships a mixed blessing? Exploring tradeoffs of multiplex relationships and their associations with job willingness. Personnel Psychology, 69(2), 311–355.

    Article  Google Scholar 

  • Miao, Q., Newman, A., Yu, J., & Xu, J. (2013). The relationship between ethical leadership and unethical pro-organizational behavior: Linear or curvilinear effects? Journal of Business Ethics, 116, 641–653.

    Article  Google Scholar 

  • Milovanska-Farrington, S. (2022). Job loss and food insecurity during the Covid-19 pandemic. Journal of Economic Studies, 50(2), 300–323.

    Article  Google Scholar 

  • Mitchell, M. S., & Ambrose, M. L. (2012). Employees’ behavioral reactions to supervisor aggression: An examination of individual and situational factors. Journal of Applied Psychology, 97(6), 1148.

    Article  Google Scholar 

  • Muthén, L. K., & Muthén, B. O. (2012). Mplus user’s guide. Muthén & Muthén.

    Google Scholar 

  • Neider, L. L., & Schriesheim, C. A. (2011). The authentic leadership inventory (ALI): Development and empirical tests. The Leadership Quarterly, 22(6), 1146–1164.

    Article  Google Scholar 

  • Newman, A., Kiazad, K., Miao, Q., & Cooper, B. (2014). Examining the cognitive and affective trust-based mechanisms underlying the relationship between ethical leadership and organizational citizenship: A case of the head leading the heart? Journal of Business Ethics, 123(1), 113–123.

    Article  Google Scholar 

  • Niu, C., Liang, F., Meng, X., & Liu, Y. O. (2020). The inverted U-shaped relationship between authentic leadership and unethical pro-organizational behavior. Social Behavior and Personality, 48(11), 1–11.

    Article  Google Scholar 

  • Niu, C., Wang, A., & Cheng, B. (2009). Effectiveness of a moral and benevolent leader: Probing the interactions of the dimensions of paternalistic leadership. Asian Journal of Social Psychology, 12(1), 32–39.

    Article  Google Scholar 

  • O’Keefe, D. F., Messervey, D., & Squires, E. C. (2018). Promoting ethical and prosocial behavior: The combined effect of ethical leadership and coworker ethicality. Ethics & Behavior, 28(3), 235–260.

    Article  Google Scholar 

  • Parkes, K. R. (1986). Coping in stressful episodes: The role of individual differences, environmental factors, and situational characteristics. Journal of Personality and Social Psychology, 51(6), 1277.

    Article  Google Scholar 

  • Pellegrini, E. K., & Scandura, T. A. (2008). Paternalistic leadership: A review and agenda for future research. Journal of Management, 34(3), 566–593.

    Article  Google Scholar 

  • Preacher, K. J., & Selig, J. P. (2012). Advantages of Monte Carlo confidence intervals for indirect effects. Communication Methods and Measures, 6(2), 77–98.

    Article  Google Scholar 

  • Quansah, P. E., Zhu, Y., & Obeng, A. F. (2022). Assessment of the effects of supervisor behaviour, safety motivation and perceived job insecurity on underground miner’s safety citizenship behaviour. Chinese Management Studies, 16(2), 356–381.

    Article  Google Scholar 

  • Reisel, W. D., & Banai, M. (2002). Comparison of a multidimensional and a global measure of job insecurity: Predicting job attitudes and work behaviors. Psychological Reports, 90(3), 913–922.

    Article  Google Scholar 

  • Revutska, O., & Maršíková, K. (2021). Agile approach in human resource management: Focus on generation Y. E&M Economics and Management, 24(2), 65–83.

    Google Scholar 

  • Reynolds, S. J. (2008). Moral attentiveness: Who pays attention to the moral aspects of life? Journal of Applied Psychology, 93(5), 1027–1041.

    Article  Google Scholar 

  • Selig, J. P., & Preacher, K. J. (2008). Monte Carlo method for assessing mediation: An interactive tool for creating confidence intervals for indirect effects [Computer software]. Available from http://quantpsy.org/

  • Semmer, N. K., Tschan, F., Meier, L. L., Facchin, S., & Jacobshagen, N. (2010). Illegitimate tasks and counterproductive work behavior. Applied Psychology, 59(1), 70–96.

    Article  Google Scholar 

  • Shaw, K. H., & Liao, H. Y. (2021). Does benevolent leadership promote follower unethical pro-organizational behavior? A social identity perspective. Journal of Leadership & Organizational Studies, 28(1), 31–44.

    Article  Google Scholar 

  • Shoss, M. K. (2017). Job insecurity: An integrative review and agenda for future research. Journal of Management, 43(6), 1911–1939.

    Article  Google Scholar 

  • Stein, M., Vincent-Höper, S., Schümann, M., & Gregersen, S. (2020). Beyond mistreatment at the relationship level: Abusive supervision and illegitimate tasks. International Journal of Environmental Research and Public Health, 17(8), 2722.

    Article  Google Scholar 

  • Sumanth, J. J., Černe, M., Hannah, S. T., & Škerlavaj, M. (2023). Fueling the creative spark: How authentic leadership and LMX foster employees’ proactive orientation and creativity. Journal of Leadership & Organizational Studies, 30(3), 356–374.

    Article  Google Scholar 

  • Tang, C., & Naumann, S. E. (2015). Paternalistic leadership, subordinate perceived leader-member exchange and organizational citizenship behavior. Journal of Management & Organization, 21(3), 291–306.

    Article  Google Scholar 

  • Ülke, H. E., & Bilgiç, R. (2011). Investigating the role of the big five on the social loafing of information technology workers. International Journal of Selection and Assessment, 19(3), 301–312.

    Article  Google Scholar 

  • van Vuuren, C. V., & Klandermans, P. G. (1990). Individual reactions to job insecurity: An integrated model. In P. J. D. Drenth, J. A. Sergeant, & R. J. Takens (Eds.), European perspectives in psychology (pp. 133–146). Wiley.

    Google Scholar 

  • Vander Elst, T., Van den Broeck, A., De Witte, H., & De Cuyper, N. (2012). The mediating role of frustration of psychological needs in the relationship between job insecurity and work-related well-being. Work & Stress, 26(3), 252–271.

    Article  Google Scholar 

  • Veetkazhi, R., Kamalanabhan, T. J., Malhotra, P., Arora, R., & Mueller, A. (2022). Unethical employee behaviour: A review and typology. The International Journal of Human Resource Management, 33(10), 1976–2018.

    Article  Google Scholar 

  • Wang, A.-C., & Cheng, B.-S. (2010). When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy. Journal of Organizational Behaviour, 31(1), 106–122.

    Article  Google Scholar 

  • Wang, J., Leung, K., & Zhou, F. (2014). A dispositional approach to psychological climate: Relationships between interpersonal harmony motives and psychological climate for communication safety. Human Relations, 67(4), 489–515.

    Article  Google Scholar 

  • Wang, S. M., Chou, W. J., Wu, T. Y., & Cheng, B. S. (2018). The double-edged sword of benevolence: A dual paths model of benevolent leadership and creative performance. Chinese Journal of Psychology, 60(1), 57–79.

    Google Scholar 

  • Wee, E. X. M., Liao, H., Liu, D., & Liu, J. (2017). Moving from abuse to reconciliation: A power-dependence perspective on when and how a follower can break the spiral of abuse. Academy of Management Journal, 60(6), 2352–2380.

    Article  Google Scholar 

  • Wilson, K. S., Sin, H. P., & Conlon, D. E. (2010). What about the leader in leader-member exchange? The impact of resource exchanges and substitutability on the leader. Academy of Management Review, 35(3), 358–372.

    Google Scholar 

  • Wong, I. A., Wan, Y. K. P., & Gao, J. H. (2017). How to attract and retain Generation Y employees? An exploration of career choice and the meaning of work. Tourism Management Perspectives, 2017(23), 140–150.

    Article  Google Scholar 

  • Wu, C. H., Liu, J., Kwan, H. K., & Lee, C. (2016). Why and when workplace ostracism inhibits organizational citizenship behaviors: An organizational identification perspective. Journal of Applied Psychology, 101(3), 362–378.

    Article  Google Scholar 

  • Wu, J. Y., & Kwok, O. M. (2012). Using SEM to analyze complex survey data: A comparison between design-based single-level and model-based multilevel approaches. Structural Equation Modeling, 19(1), 16–35.

    Article  Google Scholar 

  • Xu, J., & Li, Y. (2023). Uncover the veil of power: The determining effect of subordinates’ instrumental value on leaders’ power-induced behaviors. Asia Pacific Journal of Management. https://doi.org/10.1007/s10490-023-09892-7

    Article  Google Scholar 

  • Xu, X., Kwan, H. K., & Li, M. (2020). Experiencing workplace ostracism with loss of engagement. Journal of Managerial Psychology, 35(7/8), 617–630.

    Article  Google Scholar 

  • Yao, L., Chen, X. P., & Wei, H. (2022). How do authoritarian and benevolent leadership affect employee work–family conflict? An emotional regulation perspective. Asia Pacific Journal of Management, 40(4), 1525–1553.

    Article  Google Scholar 

  • Yu, Y., Kim, H., & Qu, H. (2020). A deep acting perspective generation Y hotel employees’ workplace deviance. International Journal of Contemporary Hospitality Management, 32(2), 835–852.

    Article  Google Scholar 

  • Zhang, M., Zhao, K., & Korabik, K. (2019). Does work-to-family guilt mediate the relationship between work-to-family conflict and job satisfaction? Testing the moderating roles of segmentation preference and family collectivism orientation. Journal of Vocational Behavior, 115, 103321.

    Article  Google Scholar 

  • Zhang, Y., Huai, M., & Xie, Y. (2015). Paternalistic leadership and employee voice in China: A dual process model. The Leadership Quarterly, 26(1), 25–36.

    Article  Google Scholar 

  • Zhang, Z. X., & Wei, X. (2017). Superficial harmony and conflict avoidance resulting from negative anticipation in the workplace. Management and Organization Review, 13(4), 795–820.

    Article  Google Scholar 

  • Zhang, Z. X., Wei, X., Chao, M. M., & Zheng, Y. (2017). When do conflicts feel right for prevention-focused individuals? The debiasing effect of low need for closure. Management and Organization Review, 13(2), 375–397.

    Article  Google Scholar 

  • Zhang, Z. X., Zhang, Y., & Wang, M. (2011). Harmony, illusory relationship costs, and conflict resolution in Chinese contexts. In K. Leung, C. Y. Chiu, & Y. Y. Hong (Eds.), A social psychology psychological perspective (pp. 188–209). Oxford University Press.

    Google Scholar 

  • Zheng, Y., Graham, L., Farh, J. L., & Huang, X. (2021). The impact of authoritarian leadership on ethical voice: A moderated mediation model of felt uncertainty and leader benevolence. Journal of Business Ethics, 170, 133–146.

    Article  Google Scholar 

  • Zhou, Z. E., Eatough, E. M., & Wald, D. R. (2018). Feeling insulted? Examining end-of-work anger as a mediator in the relationship between daily illegitimate tasks and next-day CWB. Journal of Organizational Behavior, 39(8), 911–921.

    Article  Google Scholar 

Download references

Acknowledgements

We acknowledge the financial support from the National Natural Science Foundation of China (Grant No. 72072019).

Author information

Authors and Affiliations

  1. School of Management and Economics, University of Electronic Science and Technology of China, Chengdu, China

    Shen Ye & Lu Chen

  2. Rohrer College of Business, Rowan University, Glassboro, USA

    Yuanmei (Elly) Qu

Authors
  1. Shen Ye
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Lu Chen
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Yuanmei (Elly) Qu
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Lu Chen.

Ethics declarations

Conflict of interest

The authors declare that there are no conflicts of interest. This manuscript has not previously been published and is not being considered by any other journal.

Additional information

Publisher's Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Appendix

Appendix

Experimental Scenarios for Study 1

High Benevolent Leadership

You are an employee in the R&D department of a communications company and have been working for two years. Wu Wei is your direct supervisor. In the past two years, you have found that Wu Wei is very kind to his subordinates and shows great care to them. Wu Wei often has dinner with his subordinates and chats with them about recent work and life. When he finds that his subordinates have problems in their daily life, Wu Wei will take the initiative to provide help within his power. Once, Wu Wei learned that the mother of an old employee was hospitalized because of a serious illness, and he went to the hospital specially to visit her. Wu Wei will also learn about subordinates’ career plans and personal needs. For subordinates with high achievement motives, he assigns challenging tasks so that they can maximize their talents. In addition, Wu Wei will observe the strengths and weaknesses of his subordinates in the process of getting along with them, arrange work tasks according to their characteristics, and take more care of older employees.

Low Benevolent Leadership

You are an employee in the R&D department of a communications company and have been working for two years. Wu Wei is your direct supervisor. In the past two years, you find that Wu Wei has little contact with his subordinates in private and shows no concern for their personal lives. When subordinates encounter problems in daily life, Wu Wei always lets them solve the problems by themselves, without giving them a helping hand. In addition, Wu Wei doesn’t care or provide help when his subordinates have something at home. Even for older employees who have been together for a long time, Wu Wei will not take special care of them. Further, he seldom talks with his subordinates, does not understand their career planning and personal needs, and rarely considers their willingness and expertise when assigning work.

Rights and permissions

Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Ye, S., Chen, L. & Qu, Y.(. Demystifying Benevolent Leadership: When Subordinates Feel Obligated to Undertake Illegitimate Tasks. J Bus Ethics (2024). https://doi.org/10.1007/s10551-024-05631-0

Download citation

  • Received:

  • Accepted:

  • Published:

  • DOI: https://doi.org/10.1007/s10551-024-05631-0

Keywords

Search

Navigation