THE INFLUENCE OF MANAGERIAL AUTHORITY ON EMPLOYEES: A COMPARISON BETWEEN TWO NATIONAL CONTEXTS

Objective: This study investigates the impact of authoritarian leadership on employees' well-being, motivation, and performance in two distinct cultural contexts: Tunisia and Bahrain. The research aims to analyze how different hierarchical structures influence employees' perceptions of authority and its effects on workplace dynamics. Theoretical Framework: This study is grounded in leadership and organizational behavior theories, particularly the contingency theory of leadership and Hofstede’s cultural dimensions. These frameworks provide a foundation for understanding how cultural values shape the perception and effectiveness of authoritarian leadership. Method: A quantitative approach was employed, using structured questionnaires based on validated measurement scales. Data were collected from 200 employees working in two companies: Indigo (Tunisia) and Azadea (Bahrain). The study examines employees' responses to different aspects of authoritarian leadership, including their well-being, motivation, and performance. Results and Discussion: The findings reveal that in Tunisia, a moderate hierarchical structure fosters a balance between authority and autonomy, leading to a positive impact on employees' well-being, motivation, and performance. In contrast, in Bahrain, a rigid hierarchical system is associated with a decline in employee well-being and performance, despite an increase in motivation. These differences emphasize the role of cultural and organizational contexts in shaping leadership effectiveness. Research Implications: The study provides valuable insights for multinational companies operating in diverse cultural environments. Understanding how employees perceive and respond to authority can help managers adapt their leadership styles to enhance workplace engagement and productivity. The results highlight the need for leadership approaches that are sensitive to cultural variations. Originality/Value: This research contributes to the literature on intercultural leadership by demonstrating the importance of adapting managerial practices to cultural contexts. The study’s comparative approach offers new perspectives on the effectiveness of authoritarian leadership and provides practical recommendations for organizations aiming to optimize leadership strategies across different cultural settings.