scholarly journals Paternalistic Leadership and Its Positive Influences in Telecommuting Environment

2021 ◽  
Author(s):  
Ruoyun Jiang
Keyword(s):  
Paternalistic Leadership

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.

Pyramid Globe Management Institute: working under a paternalistic leader

2020 ◽  
Vol 10 (3) ◽  
pp. 1-22
Author(s):  
Sanjay Singh
Keyword(s):  
Organizational Behavior ◽  
Leadership Behavior ◽  
Team Building ◽  
Development Program ◽  
Academic Program ◽  
Paternalistic Leadership ◽  
Mba Programs ◽  
Content Type ◽  
Academic Level

Learning outcomes The present case study would help readers to understand paternalistic leadership behavior with its underlying theory. Readers would be able to appreciate the nature of experiences employees may have while working with a paternalistic leader high on authoritarianism. This case study would motivate readers to work out appropriate strategies for working under paternalistic bosses. The teaching note sensitizes readers about the complicated relationship between paternalistic leadership and culture. Case overview/synopsis Pyramid Globe Management Institute (PGMI) is struggling to generate revenue. PGMI founder, Tugmanshu Lakhani, has to find out new sources of revenue to keep the institute functioning. He constitutes a team of three professors for starting a new academic program with a foreign university. The initial success of the team brings favor from the founder but jealousy from the colleagues reeling under job threat. High authoritarianism and interference of the founder create a problematic situation for the three professors. When the new program starts showing promising results, the founder gets apprehensive about whether the new course may hurt the enrolment in the flagship program of the institute. The authoritarian and erratic behavior of the founder had a demotivating effect on the team working for the new program. Some team members resign under pressure while three professors stay to ensure the launch of the program. The professors have to resolve the conflict between their commitment toward PGMI in a troubled time and a career uncertainty if they continue working for it. Anticipating no change in the behavior of the founder and an uncertain future with PGMI, three professors quit after the start of the new program. The founder may continue losing committed employees if he is unable to balance his authoritarianism with benevolence and moral behavior. It will create more problems for PGMI in the future. Complexity academic level This case can be used in organizational behavior, leadership and team-building courses in the regular Master of Business Administration (MBA) programs. The case can further be used in the executive development program, especially for analyzing the leadership problem in higher education organizations. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management science.

Shades of paternalistic leadership across cultures

2017 ◽  
Vol 52 (5) ◽  
pp. 702-713 ◽  
Author(s):  
Juliana Mansur ◽  
Filipe Sobral ◽  
Rafael Goldszmidt
Keyword(s):  
Paternalistic Leadership

Cross-Cultural Generalizability of Paternalistic Leadership: An Expansion of Leader-Member Exchange Theory

2010 ◽  
Vol 35 (4) ◽  
pp. 391-420 ◽  
Author(s):  
Ekin K. Pellegrini ◽  
Terri A. Scandura ◽  
Vaidyanathan Jayaraman
Keyword(s):  
Cross Cultural ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Paternalistic Leadership ◽  
Member Exchange

scholarly journals 13. Kepemimpinan Pendidikan

2020 ◽  
Author(s):  
Ditri Wily Mandayanti ◽  
Hade Afriansyah
Keyword(s):  
Educational Leadership ◽  
Charismatic Leadership ◽  
Educational Goals ◽  
Leadership Studies ◽  
Literature Study ◽  
Paternalistic Leadership ◽  
Authoritarian Leadership ◽  
Democratic Leadership ◽  
National Education ◽  
Cooperative Relationships

The purpose of writing this article is to understand educational leadership. Leadership can be interpreted as a process of one's activities to influence, mobilize and coordinate individuals or groups in order to realize cooperative relationships in an effort to achieve the goals set. Educational leadership is a process of influencing, mobilizing and coordinating individuals in educational organizations / institutions to achieve educational goals. The Ministry of National Education (MONE) divides the function of educational leadership into seven namely; as an educator (educator), manager, administrator, supervisor (supervisor), leader (leader), innovator; and, motivator. The seven functions of leadership are often referred to as EMASLIM. Within the scope of leadership studies, there are types and styles of leadership, including: authoritarian leadership, democratic leadership, laissez faire leadership, charismatic leadership, paternalistic leadership and expert leadership. The method of writing this article uses a literature study which is to search for and collect material from various sources namely, papers, articles, books and journals that are relevant to educational leadership.

scholarly journals PENGARUH GAYA KEPEMIMPINAN PATERNALISTIK TERHADAP MOTIVASI KERJA PEGAWAI DINAS SOSIAL DAN TENAGA KERJA KOTA PADANG

Humanus ◽  
2014 ◽  
Vol 12 (2) ◽  
pp. 174
Author(s):  
Farera Erlangga ◽  
Aldri Frinaldi ◽  
Lince Magriasti
Keyword(s):  
Human Resource ◽  
Leadership Style ◽  
Public Service ◽  
Work Motivation ◽  
Descriptive Analysis ◽  
Paternalistic Leadership ◽  
Public Servants ◽  
The Public ◽  
Local Institution ◽  
Simple Regression Analysis

AbstractThis reasearch started from the writer’s pre-observation in a local institution of Padang City administration, Social and Human Resource Office of Padang City. Thepre-observation shows problems in leadership and motivation of public servants. Theproblem derives from the lack of support of the leaders about the needs of the workersthat can motivate them to do their jobs, and the lack of guidance by the leaders inconducting tasks. It can be seen from the empty office after lunch because most workersgets home early, especially when the office heads are going out. Theworkers’ lack ofmotivation affect the performance and lack of responsibility for their job assignment,and many workers do their job carelessly when the heads are not present. Thisquantitative reasearch is correlational. The population is the 72 public servants in theSocial and Human Resource Office of Padang City. The sample is measured using slovinformula, and resulted in 68 samples. Descriptive analysis of the paternalistic leadershipstyle shows that 73,03% respondents agree, while the public servants’ motivation showsrespondents agree 78,10%. The result of simple regression analysis shows thatpaternalistic leadership style influences the workers’ motivation as high as 18,2%, with44,1% strength where tcount> t; which is 3,990 > 1,682.Key words : Paternalistic Leadership Style, Work Motivation, Public Service tableAbstrak Penelitian ini dilatar belakangi dari hasil pengamatan awal penulis di salah satuSKPD di Kota Padang yakni pada Dinas Sosial dan Tenaga Kerja Kota Padang yangmenunjukkan bahwa masih terdapatnya masalah mengenai kepemimpinan dan motivasikerja pegawai yang ditunjukkan oleh masih kurangnya perhatian pimpinan terhadapkebutuhan pegawai yang bisa memotivasi pegawai dalam melaksanakan tugas, masihkurangnya bimbingan pimpinan kepada pegawai didalam pelaksanaan tugas, masihkurangnya motivasi kerja pegawai dalam melaksanakan tugas yang diberikan KepalaDinas Sosial Kota Padang, setelah jam istirahat suasana kantor sepi karena parapegawai banyak yang sudah pulang, apalagi jika pimpinan tidak ada di tempat,Rendahnya motivasi pegawai yang berdampak pada kinerja dan kurangnya rasatanggung jawab pegawai terhadap pekerjaannya, dan banyak pegawai yang asal-asalanmengerjakan tugas-tugasnya pada saat pimpinan tidak berada di tempat. Penelitian inimerupakan penelitian kuantitatif dengan jenis korelasional. Populasi penelitian iniadalah keseluruhan pegawai Dinas Sosial dan Tenaga Kerja Kota Padang berjumlah 72orang. Dengan pengambilan sampel menggunakan rumus slovin, sehingga didapatsampel dalam penelitian ini sebanyak 68 orang. Berdasarkan hasil analisis deskriptifuntuk gaya kepemimpinan paternalistik yang diterapkan untuk kelangsugan hidup organisasi di Dinas Sosial dan Tenaga Kerja Kota Padang berada dalam kategori yangtinggi dengan perolehan tingkat capaian responden sebesar 73,03%, sedangkanmotivasi kerja pegawai Dinas Sosial dan Tenaga Kerja Kota Padang juga berada dalamkategori yang tinggi dengan tingkat capaian responden sebesar 78,10%. Hasil analisisregresi sederhana menunjukkan bahwa bahwa gaya kepemimpinan paternalistikberpengaruh signifikan terhadap motivasi kerja pegawai pada Dinas Sosial dan TenagaKerja Kota Padang yaitu sebesar 18,2 %, dengan kekuatan sebesar 44,1% dimana nilaithitung> ttabel, yakni  3,990 > 1,682.Kata kunci : Gaya Kepemimpinan Paternalistik, Motivasi Kerja, Pegawai  

scholarly journals Chinese Paternalistic Leadership and Leadership Effectiveness in Textile Industry

2013 ◽  
Vol 13 (3) ◽  
pp. 82-88 ◽  
Author(s):  
Hsien-Tang Tsai ◽  
Tung-Ju Wu ◽  
Shang-Pao Yeh
Keyword(s):  
Textile Industry ◽  
Leadership Effectiveness ◽  
Hierarchical Regression ◽  
Paternalistic Leadership ◽  
Authoritarian Leadership ◽  
Benevolent Leadership ◽  
The Family ◽  
Questionnaire Surveys ◽  
And Performance ◽  
Key Industries

Abstract The textile industry at one time, used to be one of the key industries in the economic development of Taiwan. Nevertheless, this labour- and time-intensive activity resulted in those employed in the industry not being able to devote adequate attention to both the family and business, that resulted in the enterprises being shipped out to other parts of labour-intensive Southeast Asia. This study aims to discuss the correlations between Chinese paternalistic leadership and organisational commitment, leadership effectiveness in the textile industry, and understanding the effects of supervisor–subordinate guanxi . Using quantitative questionnaire surveys, the supervisors and employees in 398 textile-related businesses in Taiwan, including 137 textile factories, 98 dyeing and finishing factories and 153 clothing factories, are studied. After applying hierarchical regression analysis to analysing the data, it is found that moral and benevolent leadership do not enforce as much obedience and performance as authoritarian leadership does. Instead, their loyalties are based on the “heart” of the employees to enhance their commitment to the organisation, by which the supervisor–subordinate guanxi could effectively adjust strong-arm leadership and the attitude of the employees. Therefore, it is suggested that Chinese supervisors should adopt benevolent leadership, maintain favourable guanxi with the employees, and improve the work atmosphere.

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