Authoritarian leadership styles and performance: a systematic literature review and research agenda
Open accessAbstract
Although authoritarian leadership styles are often associated with negative performance, work climate deterioration, increased power distance, and centralized control, contradictory empirical evidence has emerged in the literature. In this paper, we perform a systematic literature review with three aims: (1) understand the effects of authoritarian leadership styles on performance, (2) study the temporal and geographical evolution of the scientific debate, and (3) establish a research agenda for the future. The results show that in the last two decades, the interest for the field has shifted from Western to Eastern countries. Moreover, many authors encourage leaders to increase or decrease their degree of authoritarian leadership depending on the context to more effectively connect leadership with performance. Therefore, leadership should be studied in light of a more complex approach that considers hybrid leadership styles and their effects on performance. Finally, we discuss our study’s limitations and managerial implications.
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A systematic review is more rigorous than literature reviews, is scientific, transparent, replicable and limits the subjectivity and bias of the researchers.
“It is a methodology that is more rigorous than literature reviews, is scientific, transparent, replicable and limits the subjectivity and bias of the researchers (Kuckertz and Block 2021; Pizzolitto et al. 2022; Tranfield et al.2003).”
From Whither compassionate leadership? A systematic review (2024) · cites this paper as Pizzolitto et al. 2022
The Methodology section describes systematic literature reviews as following a rigorous protocol that limits authors’ interpretation to increase objectivity, supporting the rigor and reduced-subjectivity parts of the claim. It does not explicitly compare them with other literature reviews or establish the broader claims that they are scientific, transparent, and replicable. No page number is available in our copy. (LLM, conf=0.84)
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- Authors
- Pizzolitto, E., Verna, I., & Venditti, M.
- Affiliations
- University of Chieti-Pescara (IT)
- Corresponding author
- Pizzolitto, Elia
- Venue
- Management Review Quarterly
- Published
- 2022-04-04
- Volume
- 73
- Issue
- 2
- Pages
- 841-871
- ISSN
- 2198-1620 (ISSN-L)
- 2198-1639
- OpenAlex
- W4226053984
- Cited by
- 143
- References
- 69
- Citations by year
- 2026: 45 · 2025: 44 · 2024: 37 · 2023: 12 · 2022: 5
- FWCI
- 4.03
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Locations
- Management Review Quarterly (publishedVersion, cc-by)
- RePEc: Research Papers in Economics (submittedVersion)
- ARCA (Università Ca' Foscari Venezia) (submittedVersion)
- Funders
- Open access funding provided by Università degli Studi G. D'Annunzio Chieti Pescara within the CRUI-CARE Agreement.
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- authoritarian leadership, leadership styles, organizational performance, power distance, centralized control, organizational climate, contextual leadership, research agenda
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