A Study On The Multiple Effects Of Direct Superior Leadership Style On Job Performance

As we all know, the leaders who communicate with employees the most frequently at work is their direct superiors, so the impact of direct superior leadership style on employees’ psychological and behavior is the most direct and the most significant. Although the leadership style has been studied by many scholars, but they haven’t mentioned which level the leader is, besides the number of the study about negative leadership style is not much. In view of this, this article put forward the concept of direct superior irrational leadership style, in order to make up the shortcomings of current research. The affective events theory focused on the relationship of the work environment, work events, emotion, attitude, behavior, which laying a solid foundation to study the relationship of the organizational variables. This article based on the theory of emotional events, discussing the mechanism why the direct supervisor irrational leadership style affected employees’job performance negatively. This article could make up the lack of existed leadership research, improve employees’job performance, promote organizational effectiveness.Firstly we developed the local direct supervisor irrational leadership style questionnaire through open questionnaire and unstructured interview, from the perspective of cognition emotion will. We finally cleared the dimensions and the items of the direct superior irrational leadership style.Secondly we investigated 475 employees in Xi’an and Henan region to discuss the mechanism why the direct superior irrational leadership affected the employees’ job performance, with the direct superior irrational leadership style as independent variable, employees’ negative emotions and organizational identification as mediating variables, the work locus of control as moderating variable.The conclusions of the article were as follows:(1) The direct superior irrational leadership styles questionnaire included emotional, stubborn, and overconfidence dimensions.(2)The direct superior irrational leadership style had a significant negative correlation with employees’ job performance, and negative predicted employees’ job performance significantly.(3) Men’s negative emotions were more than women at work. The generation who are after 90s had more negative emotions than the generation who are before 80-90s and 80s. The employees who work at government agencies, institutions and other enterprises had lower organizational identification than these working at the private enterprises. The employees who work at the state-owned enterprises, government agencies, and institutions were more external control than these who work at private enterprises and other enterprises.(4) The negative emotions, organizational identification had completely parallel mediating role in the relationship between the direct superior irrational leadership style and job performance. And these two mediation effect paths were no significant difference. The negative emotions, organizational identity had no chain mediating effects between the direct superior irrational leadership style and employees’ job performance.(5) The work locus of control had no significance moderating effect on direct superior irrational leadership style and employees’ negative emotions. Internal control personality traits also had no significance moderating effect on employees’ negative emotions and job performance. But external control personality traits had certain moderating effect on employees’ negative emotions and job performance. The mediation process that the direct superior irrational leadership style through the negative emotions affecting employees’ job performance was moderated by external control personality traits.Then we gave some advice according to the result from two aspects of leadership and organization, in order to reduce the irrational of the direct superior or decrease the negative effect of direct superior irrational leadership style on employees’ job performance.