Self-uncertainty and support for autocratic leadership
Self and Identity , Volume in press - Issue 2012 p. 1- 15
Building on uncertainty-identity theory and the social identity theory of leadership we hypothesized that self-uncertainty would be associated with greater support for autocratic leaders, and less support for non-autocratic leaders. We surveyed organizational employees (N ¼ 215); assessing the effect of self-uncertainty and how autocratic they perceived their organizational leader to be on measures of leader support. As predicted, less self-uncertain participants were more supportive of a non-autocratic than autocratic leader, whereas the opposite was the case for more self-uncertain participants—they were more supportive of an autocratic than non-autocratic leader. The effect was mediated by perceived group prototypicality of the leader. Implications for uncertainty-identity theory and for a wider analysis of the role of uncertainty in leadership are discussed.
|Self and Identity|
|Organisation||Erasmus Research Institute of Management|
Rast, D.E, III, Hogg, M.A, & Giessner, S.R. (2013). Self-uncertainty and support for autocratic leadership. Self and Identity, in press(2012), 1–15. doi:10.1080/15298868.2012.718864