scholarly journals How Do Different Faces of Paternalistic Leaders Facilitate or Impair Task and Innovative Performance? Opening the Black Box

2019 ◽  
Vol 27 (2) ◽  
pp. 138-152
Author(s):  
Zahide Karakitapoğlu-Aygün ◽  
Lale Gumusluoglu ◽  
Terri A. Scandura
Keyword(s):  
Organizational Behavior ◽  
Leadership Style ◽  
Three Dimensions ◽  
Future Research ◽  
Negative Effects ◽  
Positive Organizational Behavior ◽  
Paternalistic Leadership ◽  
Mediation Effects ◽  
Authoritarian Leadership ◽  
Innovative Performance

There is a growing amount of research integrating leadership and positive organizational behavior literatures in order to understand the processes through which leadership contributes to performance. One such mechanism through which leaders influence performance is psychological capital (PsyCap). Particularly, paternalistic leadership, which is a leadership style that combines discipline, authority, and power with fatherly benevolence, may be a critical antecedent to the development of followers’ PsyCap. Yet no studies to date have investigated how paternalistic leaders affect followers’ PsyCap, which, in turn, influences their task and innovative performance. To this end, based on a sample of 409 Turkish employees and their 72 leaders, the current study investigates the effects of three dimensions of paternalistic leadership (i.e., benevolent, authoritarian, and authoritative) on followers’ leader-rated task and innovative performance. While there were no significant mediation effects for task performance, the results revealed that both benevolent and authoritative leadership positively influenced innovative performance through enhancing followers’ PsyCap. Authoritarian leadership, however, has negative effects on PsyCap, which, in turn, mediates the effect on innovative performance of followers. The theoretical and practical implications of our findings, along with suggestions for future research, are discussed.

Positive Workplaces

2009 ◽  
pp. 578-588
Author(s):  
Fred Luthans ◽  
Carolyn M. Youssef
Keyword(s):  
Organizational Behavior ◽  
Psychological Capital ◽  
Future Research ◽  
Positive Organizational Behavior ◽  
Performance Impact ◽  
Research Directions ◽  
Future Research Directions ◽  
And Performance ◽  
Definition Of ◽  
Psychological Capacities

Over the years, both management practitioners and academics have generally assumed that positive workplaces lead to desired outcomes. Unlike psychology, considerable attention has also been devoted to the study of positive topics such as job satisfaction and organizational commitment. However, to place a scientifically based focus on the role that positivity may play in the development and performance of human resources, and largely stimulated by the positive psychology initiative, positive organizational behavior (POB) and psychological capital (PsyCap) have recently been introduced into the management literature. This chapter first provides an overview of both the historical and contemporary positive approaches to the workplace. Then, more specific attention is given to the meaning and domain of POB and PsyCap. Our definition of POB includes positive psychological capacities or resources that can be validly measured, developed, and have performance impact. The constructs that have been determined so far to best meet these criteria are efficacy, hope, optimism, and resiliency. When combined, they have been demonstrated to form the core construct of what we term psychological capital (PsyCap). A measure of PsyCap is being validated and this chapter references the increasing number of studies indicating that PsyCap can be developed and have performance impact. The chapter concludes with important future research directions that can help better understand and build positive workplaces to meet current and looming challenges.

Effect of paternalistic leadership style on subordinate’s trust: an Indian study

2016 ◽  
Vol 8 (4) ◽  
pp. 264-277 ◽  
Author(s):  
Preeti S. Rawat ◽  
Shiji Lyndon
Keyword(s):  
Leadership Style ◽  
Moral Leadership ◽  
Survey Method ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Team Efficacy ◽  
Indian Context ◽  
Practical Implications ◽  
Item Scale

Purpose The purpose of this paper is to study the effect of paternalistic leadership of the boss on the trust of the subordinate. Design/methodology/approach The present study adopted survey method to test the hypotheses. Paternalistic leadership style was measured by a 24-item scale developed by Cheng et al. (2004). Trust was measured by a four-item scale by Schoorman and Ballinger (2006). Data were collected from a sample of 253 respondents. Findings The results show that in India, paternalistic leadership style leads to subordinate trust. The result further found that though benevolent and moral leadership leads to trust, authoritarian leadership does not lead to formation of trust. Practical implications The study has important implications in areas like managing leader–member relations, leadership training and team efficacy. Originality/value Leadership researchers in Indian context have largely adopted etic approach which attempts to generalize Western leadership theory to Indian context. However, uncritical adaptation of techniques developed in Western context may not be effective in the Indian cultural environment. The concept of paternalistic leadership was developed in Chinese context, but as India scores high on paternalism, the present study uses the paternalistic leadership style to study its effect on subordinate’s trust on leader.

Remapping the construct of paternalistic leadership

2019 ◽  
Vol 40 (7) ◽  
pp. 764-776 ◽  
Author(s):  
Wai Kwan Lau ◽  
Loan N.T. Pham ◽  
Lam Dang Nguyen
Keyword(s):  
Leadership Style ◽  
Employee Performance ◽  
Reliability And Validity ◽  
Three Dimensions ◽  
Full Time ◽  
Measurement Instruments ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Benevolent Leadership ◽  
The Relationship

Purpose The purpose of this paper is to lay the necessary conceptual and empirical groundwork that advances knowledge about paternalistic leadership (PL). PL is reinterpreted as a leadership style consisting of authoritative, moral and benevolent leadership. The mediating role of trust is examined, and a formal, unified construct model of PL is suggested through evidence of construct validity. Design/methodology/approach An on-site survey was used to collect data from 312 full-time employees in nine organizations in China. Factor analysis, reliability and validity test, and an analysis of bivariate correlations were conducted. Findings The new construct of PL achieved a positive alignment and coherence among the three dimensions. Subordinates’ trust was found to be critical for paternalistic leaders to be perceived as effective leaders. Research limitations/implications Leadership and its effectiveness were examined only at the dyadic level. The levels of the supervisors and their effectiveness differ because some were from middle management, whereas others were from first line managers. Practical implications Trust is an important explanatory mechanism for the relationship between PL and employee performance, especially in China. It is a key factor that creates loyalty and builds a good relationship between leaders and subordinates. Social implications Trust signals a strong sense of sharing within the relationship. It induces positive emotional feelings in their leader by the subordinates and, therefore, taps into positive evaluations about the effectiveness of their leader. Originality/value This study developed the theoretical underpinnings and provided measurement instruments for PL. It offered a formal, unified construct model of PL.

scholarly journals We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance

2020 ◽  
pp. 001872672090864
Author(s):  
Jack Ting-Ju Chiang ◽  
Xiao-Ping Chen ◽  
Haiyang Liu ◽  
Satoshi Akutsu ◽  
Zheng Wang
Keyword(s):  
Leadership Style ◽  
Team Performance ◽  
Emotional Exhaustion ◽  
Survey Study ◽  
Team Climate ◽  
Emotional Climate ◽  
Emotion Suppression ◽  
Mediation Effects ◽  
Authoritarian Leadership ◽  
Emotions In The Workplace

How do authoritarian leaders in modern organizations influence work team emotional climate and performance? Defining authoritarian leadership as an ambient, demanding, and controlling leadership style, we conducted a survey study of 252 leaders and 765 subordinates matched in 227 work teams in three large public Japanese organizations. The results indicate that authoritarian leaders are more likely to create a team climate of emotion suppression, which induces a higher level of team emotional exhaustion that negatively impacts team performance. Furthermore, we found that authoritarian leaders’ own emotion suppression enhances the above sequential mediation effects, i.e. the more emotion suppression the authoritarian leader him/herself exercises, the stronger the team climate of emotion suppression, the higher the level of team emotional exhaustion, and the lower the team performance. These findings suggest that leadership effectiveness may be improved if leaders can reduce their authoritarian behaviors and identify appropriate channels for employees to release emotions in the workplace.

Self-Efficacy and Workplace Well-Being: Understanding the Role of Resilience in Manufacturing Organizations

2020 ◽  
Vol 9 (1) ◽  
pp. 62-76
Author(s):  
Nrusingh Prasad Panigrahy ◽  
Rabindra Kumar Pradhan ◽  
Lalatendu Kesari Jena
Keyword(s):  
Organizational Behavior ◽  
Self Efficacy ◽  
Structural Equation ◽  
Well Being ◽  
Equation Modeling ◽  
Future Research ◽  
Full Time ◽  
Positive Organizational Behavior ◽  
Manufacturing Organizations

Engaging in behavior that enhances the socio-psychological relations at the workplace provides a competitive advantage to organizations. Drawing from the emerging positive organizational behavior studies, the present research was designed to analyze the relationship between self-efficacy and resilience to promote workplace well-being. The main aim of the study was to examine the moderating role of resilience between self-efficacy and workplace well-being. About 527 full-time executives from the Indian public and private manufacturing industries participated in the study. Common method variance of the measure was carried out through one-factor test ( Podsakoff et al., 2003 ) using confirmatory factor analysis to understand the bias in responding to our questionnaire. Finally, we carried out a hierarchical regression analysis to test the interacting effect of resilience between self-efficacy and workplace well-being. The result of the study indicates a positive relationship between self-efficacy and workplace well-being. The moderation effect of resilience was also confirmed in the structural equation modeling output through LISREL. Results revealed that executives having higher self-efficacy and resilience will demonstrate a positive attitude toward workplace well-being. Self-efficacy and resilience are malleable in nature and get enriched through observation and learning. This study stands as one of the first few empirical works in positive organizational behavior studies that have been carried out on executives of manufacturing organizations in India. Hence, the findings of the study cannot be generalized beyond manufacturing organizations. The data are collected through random sampling method, hence due care need to be taken while generalizing the result in a larger population, so future research may be carried out on a large sample in diverse organizations and locations to have an appropriate comparison by addressing the effectiveness of resilience on other behavior constructs.

scholarly journals Emerging Positive Organizational Behavior

2007 ◽  
Vol 33 (3) ◽  
pp. 321-349 ◽  
Author(s):  
Fred Luthans ◽  
Carolyn M. Youssef
Keyword(s):  
Organizational Behavior ◽  
Organizational Citizenship ◽  
Character Strengths ◽  
Future Research ◽  
Big Five Personality ◽  
Positive Organizational Behavior ◽  
Positive Behaviors ◽  
Positive Traits ◽  
Core Self ◽  
Positive State

Although the value of positivity has been assumed over the years, only recently has it become a major focus area for theory building, research, and application in psychology and now organizational behavior. This review article examines, in turn, selected representative positive traits (Big Five personality, core self-evaluations, and character strengths and virtues), positive state-like psychological resource capacities (efficacy, hope, optimism, resiliency, and psychological capital), positive organizations (drawn from positive organization scholarship), and positive behaviors (organizational citizenship and courageous principled action). This review concludes with recommendations for future research and effective application.

scholarly journals The Influence of Organizational Justice and Positive Organizational Behavior: Systematic Review and Call for Future Research

2020 ◽  
pp. 67-84
Author(s):  
Syamsul Hadi ◽  
Heru Kurnianto Tjahjono ◽  
Zainal Mustafa El Qadri ◽  
Wisnu Prajogo
Keyword(s):  
Systematic Review ◽  
Job Performance ◽  
Organizational Behavior ◽  
Organizational Justice ◽  
Organizational Trust ◽  
Future Research ◽  
Pay Satisfaction ◽  
Positive Organizational Behavior ◽  
Interpersonal Justice ◽  
Informational Justice

This paper aims to focus on research configuration and to create a conceptual framework on the influence of salience oforganizational justice (OJ) dimension and salience of positive organizational behavior (POB) based on 5.530 articles from the Digital library. The method used in this study is a systematic review covering OJ and POB publications from the 2011up to 2019. This is the first paper to jointly analyze the influence of OJ and POB using systematic review method, which may enrich academic discussion. Findings: Distributive and procedural justice has the most weighted of evidence in influencing the salience of positive organizational behavior, followed by interpersonal and informational justice. While the highest sequences of salient outcome include organizational commitment, OCB, job satisfaction, organizational trust, job performance, and pay satisfaction. Interpersonal justice does not affect pay satisfaction, and informational justice only has salient outcome towards OCB, job performance, and pay satisfaction.

Perceived Interactional Justice and Trust-in-supervisor as Mediators for Paternalistic Leadership

2012 ◽  
Vol 8 (1) ◽  
pp. 97-121 ◽  
Author(s):  
Min Wu ◽  
Xu Huang ◽  
Chenwei Li ◽  
Wu Liu
Keyword(s):  
Organizational Citizenship ◽  
Work Performance ◽  
Interactional Justice ◽  
Moral Leadership ◽  
Future Research ◽  
Paternalistic Leadership ◽  
Authoritarian Leadership ◽  
Organizational Citizenship Behaviours ◽  
Benevolent Leadership ◽  
Future Research Directions

This study identifies the influencing processes that underlie the effect of the three paternalistic leadership dimensions on subordinates' work performance/ organizational citizenship behaviours. The results, based on data collected from private firms in China, showed that perceived interactional justice mediated the effects of moral leadership and benevolent leadership on trust-in-supervisor. However, perceived interactional justice did not mediate the relationship between authoritarian leadership and trust-in-supervisor. In addition, trust-in-supervisor was found to be positively associated with work performance and organizational citizenship behaviours. Cultural and practical implications and future research directions are also discussed.

How humble leadership fosters employee innovation behavior

2018 ◽  
Vol 39 (3) ◽  
pp. 375-387 ◽  
Author(s):  
Fei Zhou ◽  
Yenchun Jim Wu
Keyword(s):  
Leadership Style ◽  
Future Research ◽  
Participative Leadership ◽  
Negative Effects ◽  
Positive Role ◽  
Content Type ◽  
Political Skills ◽  
The Relationship ◽  
Innovation Behavior ◽  
Humble Leadership

Purpose The purpose of this paper is to examine the relationship between humble leadership and employee innovation behavior and to investigate the mediating effects of core self-evaluation (CSE) and the moderating effects of leader political skill in this relationship. Design/methodology/approach Questionnaire data from a sample of 169 employee-leader dyads from technology enterprises in China were employed in this research. Findings The results show that humble leadership positively affects employee innovation behavior; moreover, employee CSE and leader political skills play partial mediating and moderating roles, respectively, in the relationship between humble leadership and employee innovation behavior. Research limitations/implications This study considered only the positive role of humble leadership and not its negative effects in extreme cases, such as the perceived weakness and inferiority of a humble leader, which may inhibit leadership effectiveness. Future research may examine the excessive and/or negative effects of humble leadership in an organization. Practical implications The findings of this study suggest that leaders should maintain humility, develop certain political skills, and enhance employee CSE to stimulate employee innovation behavior. Originality/value Although humility has been understood as the core trait of servant leadership, level-five leadership and participative leadership, humble leadership as a new type of independent leadership style has yet to be thoroughly investigated. In particular, there is limited empirical research examining the link between humble leadership and employee innovation behavior.

Paternalistic Leadership, Team Conflict, and TMT Decision Effectiveness: Interactions in the Chinese Context

2015 ◽  
Vol 11 (4) ◽  
pp. 739-762 ◽  
Author(s):  
Lu Chen ◽  
Baiyin Yang ◽  
Runtian Jing
Keyword(s):  
Moral Leadership ◽  
Negative Effects ◽  
Paternalistic Leadership ◽  
Authoritarian Leadership ◽  
Chinese Context ◽  
Team Conflict ◽  
Mediating Role ◽  
Context Data ◽  
Leadership Types ◽  
The Relationship

ABSTRACTIn this article, we propose that types of CEO paternalistic leadership will affect the effectiveness of top management team (TMT) decisions, and that team conflict will play a mediating role in the relationship between CEO paternalistic leadership and decision effectiveness in the Chinese context. Data collected from 108 TMTs in China suggest that dimensions of paternalistic leadership significantly affect decision effectiveness: benevolent and moral leadership positively affect TMT decision effectiveness, but authoritarian leadership has negative effects on TMT decision effectiveness. In addition, cognitive and affective team conflicts partially mediate the links between paternalistic leadership types and decision effectiveness. The results suggest that CEO paternalistic leadership approaches and conflict modes significantly determine TMT decision effectiveness.

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