Fostering trust: Authoritarian, benevolent, and moral paternalistic leadership styles and the coach–athlete relationship

2021 ◽  
Vol 49 (12) ◽  
pp. 1-11
Author(s):  
Sitan Li ◽  
Juan Li
Keyword(s):  
Social Cognitive Theory ◽  
Leadership Styles ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Three Dimensions ◽  
Moral Leadership ◽  
Paternalistic Leadership ◽  
Authoritarian Leadership ◽  
Professional Soccer ◽  
Benevolent Leadership

We used leadership theories and social cognitive theory to examine the association between paternalistic leadership styles and the coach–athlete relationship in sports contexts, along with the role of trust as a mediator. Participants were 312 teenage soccer players aged 13–19 years at two Chinese professional soccer schools, who completed a survey. The results show that the three dimensions of paternalistic leadership (i. e., authoritarian leadership, benevolent leadership, and moral leadership) each had different effects on the coach–athlete relationship. Benevolent leadership and moral leadership positively predicted the coach–athlete relationship, whereas authoritarian leadership did not have a significant impact. Further, trust as a cognitive process mediated the relationships between both benevolent and moral leadership styles and the coach–athlete relationship. Trust had a suppressing effect on the link between authoritarian leadership and the coach–athlete relationship. Our results complement those of past research and support the application of social cognitive theory in the context of the social psychology of sport training.

scholarly journals Paternalistic Leadership and Innovative Behavior: Psychological Empowerment as a Mediator

2019 ◽  
Vol 11 (6) ◽  
pp. 1770 ◽  
Author(s):  
Alisher Dedahanov ◽  
Faridun Bozorov ◽  
Sanghyun Sung
Keyword(s):  
Leadership Styles ◽  
Structural Equation ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Innovative Behavior ◽  
Paternalistic Leadership ◽  
Authoritarian Leadership ◽  
Mediating Role ◽  
Benevolent Leadership

Purpose: The aim of this study is to examine the mediating role of empowerment on the relationship between paternalistic leadership styles such as benevolent, moral, and authoritarian and employee innovative behavior. Design/methodology/approach: The data were collected from 390 employees of manufacturing companies in the Republic of Korea. To assess the validity of hypotheses we used a structural equation modeling procedure. Findings: The findings suggest that empowerment mediates the relationships among moral and authoritarian leadership styles and employee innovative behavior. However, results indicate that employee innovative behavior does not mediate the associations between benevolent leadership style and employee innovative behavior. Originality/value: Our work is the first to investigate the mediating role of empowerment on the link between paternalistic leadership styles such as benevolent, moral, and authoritarian and employee innovative behavior.

Spare the rod and spoil the child? A study on employee workplace deviant behavior

2020 ◽  
Vol 11 (1) ◽  
pp. 1-22
Author(s):  
Lei Qi ◽  
Bing Liu ◽  
Kaixian Mao
Keyword(s):  
Ethical Climate ◽  
Deviant Behavior ◽  
Workplace Deviance ◽  
Moral Leadership ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Benevolent Leadership ◽  
Self Interest ◽  
The Relationship

Purpose In the background of the post-financial crisis era and the transition of China’s economic development, the frequent occurrence of workplace deviant behavior in the economic field, such as stealing, bribery, caused a huge impact on the enterprise. In recent years, the deviant behavior of employees has been increased noticeably. The purpose of this study is to explore the influence of paternalistic leadership on employee deviant behavior in workplace. To have a deep understanding of the relationship between paternalistic leadership and employee deviant behavior, the author’s design rule oriented ethical climate and self-interest oriented ethical climate as two mediators in this research model. Design/methodology/approach Based on social learning theory and stressor-emotion model, this study conducts an investigation of influence mechanism between paternalistic leadership and workplace deviant behavior. Time-lagged data was collected from 226 employees from six cities in China. To test the hypothesis that the authors developed in this paper, the authors use empirical models from the existing literature about paternalistic leadership on employee deviant behavior. They establish multiple linear regressions to test the hypotheses. Findings This study reveals the direct effect of authoritarian leadership on employee deviant behavior and the moderated roles of benevolent leadership and moral leadership, also analysis the mediated mechanism of self-interest oriented ethical climate and rule oriented ethical climate. The results show that the higher the degree of authority leaders show in the organization, the easier to stimulate workplace deviance of employee, self-interest oriented ethical climate and rule oriented ethical climate play mediated role between authoritarian leadership and workplace deviant behavior. The interaction of benevolent leadership and moral leadership with authoritarian leadership can weaken the self-interest oriented ethical climate but has nothing to do with rule oriented ethical climate. Originality/value This study has three main contributions to the previous literature. First, this study explores the relationship between authoritarian leadership and employee workplace deviance, which could enrich the research on these negative behaviors in the Chinese context. Second, this study unpacks the “black box” in which authoritarian leadership influences employee workplace deviant behavior. Third, this study further examines the impacts of different combinations of the three factors of paternalistic leadership.

scholarly journals Paternalistic Leadership and Employees’ Sustained Work Behavior: A Perspective of Playfulness

2019 ◽  
Vol 11 (23) ◽  
pp. 6650
Author(s):  
Ching-Han Fang ◽  
Ching-Lin Fang ◽  
Ren-Fang Chao ◽  
Shang-Ping Lin
Keyword(s):  
Organizational Climate ◽  
Turnover Intention ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Service Industry ◽  
Work Behavior ◽  
Moral Leadership ◽  
Paternalistic Leadership ◽  
Authoritarian Leadership ◽  
Benevolent Leadership

The frontline employees of the service industry are the first connection between enterprises and consumers. Therefore, their performance often represents the image of the company. This study intended to discuss employees’ sustained work behavior through the perceived organizational climate, from the point of view of direct supervisors’ leadership. Employees of chain convenience stores in Taiwan were used as the research samples for the questionnaire survey. A total of 473 valid questionnaires were considered using structural equation analyses. The results showed that authoritarian leadership and employees’ turnover intentions had a significant positive relationship; moreover, there were negative relations between moral leadership, benevolent leadership, and employees’ turnover intention. Thus, employees’ perceived playfulness can decrease turnover intention when under paternalistic leadership. This study provides valuable insights for managers to understand the work value of playfulness.

Paternalistic leadership, subordinate perceived leader–member exchange and organizational citizenship behavior

2015 ◽  
Vol 21 (3) ◽  
pp. 291-306 ◽  
Author(s):  
Chaoying Tang ◽  
Stefanie E Naumann
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Citizenship Behaviors ◽  
Three Dimensions ◽  
Moral Leadership ◽  
Leader Member Exchange ◽  
Citizenship Behaviors ◽  
Paternalistic Leadership ◽  
Benevolent Leadership ◽  
Member Exchange

AbstractChinese paternalistic leadership (PL) includes three dimensions: benevolence, morality and authoritarianism. Benevolent leadership positively affects organizational citizenship behaviors through leader–member exchange (LMX). Resource limitations of supervisors bring about LMX differentiations within groups. Little research has addressed the moderating effect of LMX differentiations on the three dimensions of paternalistic leadership and organizational citizenship behaviors. In a study on 307 team members and leaders in 47 teams in two hotels in China, we found that benevolence and moral leadership had a positive effect on organizational citizenship behaviors, whereas authoritarian leadership did not. Team LMX differentiations moderated the relationship between moral leadership, authoritarianism leadership and LMX.

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.

scholarly journals Hotel Employees’ Voice Behavior: The Role of Paternalistic Leadership and Organizational Identification

2021 ◽  
Vol 14 (1) ◽  
pp. 256
Author(s):  
Wen-Long Zhuang ◽  
Chun-Han Lee ◽  
Chung-Liang Ma
Keyword(s):  
Organizational Identification ◽  
Moral Leadership ◽  
Voice Behavior ◽  
Paternalistic Leadership ◽  
Authoritarian Leadership ◽  
Hotel Employees ◽  
Benevolent Leadership ◽  
Southern Taiwan ◽  
The Relationship

This study explores the effect of paternalistic leadership (moral leadership, benevolent leadership, and authoritarian leadership) on hotel employees’ voice behavior and the moderating role of organizational identification. This study samples employees of five-star hotels in northern, central, and southern Taiwan. Purposive sampling is used to distribute 450 questionnaires: 150 in northern Taiwan, 150 in central Taiwan, and 150 in southern Taiwan. The number of valid questionnaires was 359, and the effective questionnaire recovery rate was 79.78%. The analysis results indicate that (1) supervisors’ moral leadership negatively affects hotel employees’ voice behavior, (2) supervisors’ benevolent leadership positively affects hotel employees’ voice behavior, (3) supervisors’ authoritarian leadership negatively affects hotel employees’ voice behavior, (4) organizational identification moderates the relationship between moral leadership and voice behavior, (5) organizational identification moderates the relationship between benevolent leadership and voice behavior, and (6) organizational identification moderates the relationship between authoritarian leadership and voice behavior. This study also proposes managerial implications based on the analysis results. This research attempts to make contributions to the literatures of hospitality and tourism.

Carrot or stick? The impact of paternalistic leadership on the behavioral integration of top management teams in megaprojects

2020 ◽  
Vol 13 (5) ◽  
pp. 937-960 ◽  
Author(s):  
Jingyuan Wan ◽  
Yun Le ◽  
Ge Wang ◽  
Nini Xia ◽  
Xiaoxue Liu
Keyword(s):  
Leadership Styles ◽  
Top Management Teams ◽  
Management Teams ◽  
Moral Leadership ◽  
Top Management ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Behavioral Integration ◽  
Benevolent Leadership ◽  
The Impact

PurposeFollowing the call to explore what leadership theory could be applicable in temporary organizations, the purpose of this study was to develop an integrative model linking the effects of paternalistic leadership styles (i.e. authoritarian, benevolent and moral) on the behavioral integration (BI) of top management teams (TMTs) in megaproject settings.Design/methodology/approachThe performance of the research model was tested based on empirical data collected from a sample of 43 megaproject TMTs.FindingsThe results show that the moral leadership style can significantly stimulate the BI of TMTs, whereas authoritarian leadership has a negative impact and benevolent leadership has no significant impact. Furthermore, trust in leader plays a partial mediating role between paternalistic leadership and BI, and the power distance value of TMT positively moderates the links between authoritarian and moral leadership styles and BI.Research limitations/implicationsThe TMT sample was drawn from China's megaprojects, most of which have global influence (e.g. Hong Kong–Zhuhai–Macao Bridge and Shanghai Expo), but the sampling approach limits the generalizability of the research findings to other contexts.Originality/valueThis study introduces the concept of BI into the realm of megaproject management and provides a novel perspective (i.e. paternalistic leadership) for exploring its antecedents. The findings, therefore, contribute to the literature by broadening the megaproject management research with a microfoundation perspective and by extending the extant paternalistic leadership in the context of temporary organizational settings.

scholarly journals Influence of Paternalistic Leadership Style on Innovation Performance Based on the Research Perspective of the Mediating Effect of the Constructive Deviance of Employees

2021 ◽  
Vol 12 ◽  
Author(s):  
Lin Li ◽  
Shiqian Wang
Keyword(s):  
Negative Impact ◽  
Positive Impact ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Three Dimensions ◽  
Moral Leadership ◽  
Paternalistic Leadership ◽  
Authoritarian Leadership ◽  
Research Perspective ◽  
The Impact

Innovation is the primary driving force behind the development of China as a modern economic power. This study examines the impact of paternalistic leadership on innovation, proposing a theoretical model using the three dimensions of paternalistic leadership (i.e., benevolence, morality, and authoritarianism) as independent variables, constructive deviance as a mediating variable, and innovation performance as the dependent variable. Empirical results showed that benevolent and moral leadership has a positive impact on innovation performance while authoritarian leadership has a negative impact. Constructive deviance by employees has a positive impact on innovation performance. Benevolent and moral leadership has a positive impact on the constructive deviance of employees, while authoritarian leadership has a negative impact on constructive deviance. In addition, benevolent and moral leadership has a positive impact on innovation performance through the constructive deviance of employees, while the impact of authoritarian leadership is negative. In practice, leaders should recognize that constructive deviance is a double-edged sword and guide employees to engage in reasonable constructive deviant behavior, thereby creating sound organizational environments to foster innovation, eliminate barriers, and benefit from the positive impact of the constructive deviance of employees to enhance innovation performance.

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