Influence of Authoritarian Leadership and Dual Control Mechanism on Employee Creativity
DOI:
https://doi.org/10.65166/v23atj96关键词:
authoritarian leadership, dual control mechanisms, employee creativity, organizational control, logistics enterprises, Shanghai摘要
This study examined the relationships among authoritarian leadership, dual control mechanisms, and employee creativity in logistics enterprises in Shanghai, China. Using a quantitative descriptive-correlational research design, data were collected from 385 employees of 11 logistics companies through a structured questionnaire employing a four-point Likert scale. Authoritarian leadership was assessed through authority enforcement, personal control, and work control and task monitoring. Dual control mechanisms were evaluated through enabling control, coercive control, and dual control alignment, while employee creativity was measured through idea generation, idea implementation, and creative contribution or value. Data were analyzed using descriptive statistics, Spearman’s rank-order correlation, and multiple linear regression. Findings indicated overall agreement regarding authoritarian leadership (M = 3.26), dual control mechanisms (M = 3.26), and employee creativity (M = 3.27). Spearman’s correlation analyses revealed statistically significant positive relationships among the examined dimensions, with coefficients ranging from 0.747 to 0.807 (p < .001). The reported multiple regression model included six statistically significant positive predictors and explained 87.8% of the variance in employee creativity (R² = .878). The findings suggest that leadership practices and organizational control mechanisms are closely associated with employee-reported creativity in the participating logistics enterprises. The study provides context-specific evidence relevant to organizational leadership, management control, and workplace innovation.
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