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Based on goal setting theory, this study explores the positive effect and influencing process of authoritarian leadership on employee performance, as well as the moderating role of individual power distance in this process. Data from 211 supervisor-subordinate dyads in Chinese organizations indicates that authoritarian leadership is positively associated with employee performance, and learning goal orientation mediates this relationship. Furthermore, power distance moderates the effect of authoritarian leadership on learning goal orientation, such that the effect was stronger when individual power distance was higher. The indirect effect of authoritarian leadership on employee performance via learning goal orientation is also moderated by power distance. Theoretical and managerial implications and future directions are also discussed.

This study reveals that Duchenne (genuine) and non-Duchenne (non-genuine, polite) smiles are implicitly associated with psychological proximity and distance, respectively. These findings link two extensive research streams from human communication and psychology. Interestingly, extant construal-level theory research suggests the link may work as smiles signaling either a benign situation or politeness, resulting in conflicting predictions for the association between smile type and psychological distance. The current study uses implicit association tests to reveal theoretically and empirically consistent non-Duchenne-smile-distance and Duchenne-smile-proximity associations for all four types of psychological distance: temporal, spatial, social, and hypothetical. Practically, the results suggest several useful applications of non-Duchenne smiles in human communication contexts.