Leading in a Highly Competitive Environment: Effects of CEO Confident Leadership on Follower Commitment in China |
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| Authors: | Pingping Fu Jun Liu Xiaoli Ji Su Zhong Guangtao Yu |
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| Institution: | 1. Department of Management, Chinese University of Hong Kong, Hong Kong, China2. School of Business, Renmin University of China, Beijing 100872, China3. School of Economics and Business Administration, Chongqing University, Chongqing 400030, China4. School of Economics and Business Administration, Chongqing University, Chongqing 400030, China5. Business School, Central University of Finance and Economics, Beijing 100081, China |
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| Abstract: | As a trait, leader confidence has been examined in major leadership theories, such as transformational/charismatic, Pygmalion, and empowering leadership. However, how confidence affects leadership effectiveness remains an empirical question. Conceptualizing leadership confidence in two behavioral approaches—demonstrating self-confidence (DC-self) and demonstrating confidence in followers (DC-follower)—this study tests the independent effects of the two DC behaviors as well as their interactive effects with firm environment on followers’ commitment. Results of Hierarchal Linear Modeling analyses suggest that both DC behaviors have significant impact on follower commitment and their effects attenuate each other. Results also reveal that DC-self interacts with firm environment to influence follower commitment. The effect of DC-self on follower commitment is stronger in a more competitive environment. Those findings and their implications for leadership research and practice are discussed. |
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| Keywords: | confident leadership firm environment leadership effectiveness organizational commitment |
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