Relinquishing Control: A Paradox Perspective On Downward Deference and Leadership Effectiveness

Authors:

Abstract: Contemporary leaders are tasked with the tremendous challenge of navigating interdependent and contradictory demands, one of which is the paradox between maintaining or letting go of control. While past work assumes that to be effective, leaders should balance both opposite demands, we propose that downward deference (i.e.: the practice of relinquishing authority to lower-power others) which is an either-or approach can still increase effectiveness. We further argue that downward deference represents a means to navigate the warmth-competence paradox, explaining why leaders who defer downwardly are effective. We first developed and validated a scale to measure downward deference at work (Study 1). Then, via one muti-wave field survey, one correlational study, and two experiments (Study 2-4), we tested our hypotheses by exploring the relationship between downward deference and leader outcomes. Our research has several theoretical and practical implications for our knowledge of paradox, leadership, power, and social perception at work.

Track: DEC

Keywords: deference, leadership, paradox, warmth, competence