Roots Run Deep: How Parental Styles Influence Employees’ Acceptance of Different Leadership Styles

Leni Chen, Xu Huang, Xiaoyan Chen

Research output: Chapter in book/report/conference proceedingConference contributionpeer-review

Abstract

Whether employees accept or endorse certain types of leadership is rooted in their childhood interaction with parents. Drawing on implicit leadership theory and parental styles literature, we propose that employees are more likely to accept those leaders similar to their parents, especially those leaders whose leadership styles similar to their parents’ parental styles. Using time-lagged data from two manufacturing companies, we found that, compared with employees raised by non-authoritarian parents, employees raised by authoritarian parents had stronger affective trust in authoritarian leaders and their performances were not undermined by authoritarian leadership. We also found that employees raised by permissive parents had stronger affective trust in participative leaders and thus performed better under participative leaders than employees raised by non-permissive parents.
Original languageEnglish
Title of host publicationAcademy of Management Proceedings 2019
EditorsSonia Taneja
PublisherAcademy of Management
DOIs
Publication statusPublished - 1 Aug 2019
Event79th Annual Meeting of the Academy of Management, AOM 2019: Understanding the Inclusive Organization - Boston, Massachusetts, United States
Duration: 9 Aug 201913 Aug 2019
https://aom.org/events/annual-meeting/past-annual-meetings/2019-understanding-the-inclusive-organization (Conference website)
https://journals.aom.org/toc/amproc/2019/1 (Conference proceedings)

Publication series

NameAcademy of Management Proceedings
Number1
Volume2019
ISSN (Print)0065-0668
ISSN (Electronic)2151-6561

Conference

Conference79th Annual Meeting of the Academy of Management, AOM 2019
Country/TerritoryUnited States
CityBoston, Massachusetts
Period9/08/1913/08/19
Internet address

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