Abstract:
This study investigates the multifaceted relationship between despotic leadership, employee well-being, and performance, delving into the mediating mechanisms of psychological safety and the moderating impact of organizational support. Drawing on a comprehensive analysis of organizational dynamics, the research examines how despotic leadership styles detrimentally affect both the psychological well-being and performance of employees. Key findings suggest that psychological safety serves as a critical mediator, influencing the extent to which despotic leadership manifests its adverse effects. Furthermore, the study explores the mitigating role of organizational support in buffering the negative impact of despotic leadership. The moderating influence of organizational support is examined as a crucial factor that can potentially alleviate the detrimental consequences on employee well-being and performance. This research contributes to the existing literature by providing empirical insights into the nuanced interplay between despotic leadership, psychological safety, and organizational support. The identification of these dynamics offers practical implications for organizational leaders and HR practitioners seeking to enhance employee well-being and performance amidst challenging leadership contexts. Keywords: despotic leadership, employee well-being, performance, psychological safety, organizational support, mediation, moderation.
