专制型领导风格是目前东亚仍然广泛存在的领导风格，其特征为以任务目标为导向，组织中权力高度集中，领导者拥有强制性领导力。虽然目前专制型领导力并不是领导风格研究中的热点方向，但是其仍然具有较高的研究意义。组织认同作为评判组织效能的重要维度，在近百年的时间里拥有较高关注，研究者对于组织认同的前因变量开展了大量研究。而在近二十年的时间中，针对领导力的研究大幅上升，其中有关领导力中的身份认同吸引了研究者的注意。身份认同的研究主要有两个方向：（1）关注领导者作为群体成员的身份认同（identity leadership）；和（2）关注领导者作为个体的身份认同（leader identity）(Haslam et al., 2018)。组织认同概念中也涉及到了个体对身份的认同，并且已有研究者在过去探索了身份领导力对真实型领导对组织认同的调节作用(van Dick et al., 2018)。本研究基于中国文化背景，在学生和企业群体中探讨专制型领导与组织认同之间的关系，以及身份认同对这二者两方面的调节作用。

研究采用问卷调查法进行。在研究一中使用专制型领导量表、组织认同量表、追随行为量表、领导自我认同量表、身份领导量表对在校大学生进行调查，共收集有效数据227份。通过SPSS25.0对数据进行多元线性回归分析，发现（1）专制型领导与组织认同存在负相关关系；（2）自我认同对专制型领导对组织认同的影响存在负向调节作用。在研究二中使用和研究一同样的问卷，共收集有效数据151份。通过SPSS25.0对数据进行多元线性回归分析，发现身份领导力和他人认同分别对专制型领导对组织认同的影响存在负向调节作用，但是并不存在共同调节作用。

研究结果表明，身份认同通过身份领导力和领导者认同两个方向对专制型领导对组织认同的影响进行负向调节，这两个方向并不是完全孤立的，在部分维度上存在的关联。从结果可得，即使是在忽略个体感知的高专制型领导风格中，下属对领导者身份的感知和领导者自身身份的感知仍然发挥着重要作用，针对高专制型领导风格组织，需要强化下属对领导者的认同和领导者对自身身份的认可，减少高专制领导风格带来的负面影响。

本研究不仅进一步扩展了专制型领导风格领域的研究内容，推动了对组织认同前因变量的探索，并补充了身份认同对领导风格效能影响的实证研究，为组织管理实践提供了理论基础和实践意义。

Autocratic leadership is still a widespread leadership style in East Asia, which is characterized by task-goal oriented, highly centralized power in the organization, and leaders with coercive leadership. Although autocratic leadership is not a hot topic in leadership style research, it still has high research significance. Organizational identification, as an important dimension for judging organizational effectiveness, has received high attention in the past century, and researchers have conducted a lot of research on the antecedent variables of organizational identification. In the last two decades, there has been a significant increase in the number of studies on leadership, with identity in leadership attracting the attention of researchers. There are two main directions of research on identity: (1) focusing on the identity of the leader as a member of a group (identity leadership); and (2) focusing on the identity of the leader as an individual (leader identity)(Haslam et al., 2022). The concept of organizational identification also involves individual identity, and researchers have explored the moderating effect of identity leadership on authentic leadership on organizational identification in the past. This study explores the relationship between autocratic leadership and organizational identification and the two-way moderating role of identity on both in a student and corporate population based on the Chinese cultural context (van Dick et al., 2018).

The study was conducted using the questionnaire method. In Study1, the Authoritarian Leadership Scale, Group Identification Scale, Followership Behavior Scale, Leader-Self-Identity Scale, and Identity Leadership Inventory were used to survey college students, and 227 valid data were collected. Multiple linear regression analysis of the data was conducted by SPSS25.0, and it was found that (1) there was a negative relationship between autocratic leadership and organizational identification, and (2) there was a negative moderating effect of self-identity on the effect of autocratic leadership on organizational identification. In Study 2, a total of 151 valid data were collected from college students using the same scales as Study 1. Multiple linear regression analysis of the data was conducted by SPSS25.0, and it was found that there are a negative moderating effect of identity leadership and other’s identity on the effect of autocratic leadership on organizational identification respectively, but there are no co-regulatory effects.

The findings indicate that identity negatively moderates the effect of autocratic leadership on organizational identification through two ways, identity leadership and leader identity, which are not completely isolated and are related in some dimensions. From the results, it can be concluded that even in the highly autocratic leadership style that ignores individual perceptions, subordinates' perceptions of leader identity and leaders' own identity still play an important role, and for the highly autocratic leadership style organizations need to strengthen subordinates' identification with leaders and leaders' recognition of their own alters to reduce the negative effects of the highly autocratic leadership style.

This study not only further expands the research in the area of autocratic leadership styles, promotes the exploration of organizational identification antecedent variables, and complements empirical research on the effect of identity on leadership style effectiveness, providing a theoretical foundation and practical implications for organizational management practice.