AbstractWhat explains followers’ attraction to tyrannical leaders? They systematically coerce, belittle, and manipulate, often at the expense of subordinates’ mental and physical well-being and their organization’s long-term interests. To help address the question, we examine the tendencies of people who view the tyrannical leader prototype (characterized by domineering, pushy, manipulative, loud, conceited, and selfish traits) as a component of effective leadership (Epitropaki and Martin in J Appl Psychol 89:293–310, 2004; Foti et al. in Leadersh Q 23:702–717, 2012). Specifically, we apply (...) moral and evolutionary psychology to propose and empirically test a mediation model in which belief in a dangerous world (Altemeyer in Enemies of freedom: understanding right-wing authoritarianism. Jossey-Bass, San Francisco, 1988) links positively with endorsement of the tyrannical leader traits, as mediated through the binding components (loyalty, authority, and sanctity) of moral foundations theory (Graham et al. J Pers Soc Psychol 101:366–385, 2011). Regarding gender, our model proposes that the link between the binding foundations and tyrannical leadership endorsement is stronger among males than females. Our overall model was supported across two independent samples of working adults; we also anticipated and found a direct negative association between the individualizing moral foundations (care and harm) and endorsement of the tyrannical prototype. These findings provide insights into the circumstances under which tyrannical traits are viewed as part of effective leadership. (shrink)

Drawing from moral foundations theory, we show that differences in sensitivity to distinct moral norms help explain differences in the perceived fairness of punishing employees for off-duty deviance. We used an initial study to validate realistic examples of non-criminal behavior that were perceived as violating a specific moral foundation. Participants in the main study evaluated scenarios in which co-workers were fired for those behaviors, which took place outside of work but were revealed via social media. The extent to which participants (...) valued the norm violated by the co-worker positively predicted perceived fairness of the firing, and negatively predicted expressed intent to take retributive action against the responsible manager. This effect was moderated by the presence of a pre-existing organizational policy regarding off-duty conduct, which uniformly decreased negative reactions to the firing. Because social media now makes the revelation of an employee’s off-duty behavior to a broad audience increasingly likely, our results suggest the importance of developing an approach for responding to employee off-duty deviance while highlighting the relevance of moral pluralism to the study of third-party reactions. (shrink)