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.

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.

scholarly journals Paternalistic Leadership and Safety Participation of High-Speed Railway Drivers in China: The Mediating Role of Leader–Member Exchange

2021 ◽  
Vol 12 ◽  
Author(s):  
Na Zhang ◽  
Shuzhen Liu ◽  
Bowen Pan ◽  
Ming Guo
Keyword(s):  
Structural Equation ◽  
High Speed ◽  
Moral Leadership ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Paternalistic Leadership ◽  
High Speed Railway ◽  
Mediating Role ◽  
Benevolent Leadership ◽  
Member Exchange

This research aimed to examine the effects of paternalistic leadership on the safety participation of high-speed railway drivers. Survey data were collected from 601 drivers in major Chinese rail companies. Structural equation modeling was conducted to analyze the influence of paternalistic leadership on safety participation via leader–member exchange (LMX). The results indicated that moral leadership directly promotes safety participation. Besides, benevolent leadership was positively associated with safety participation. Also, LMX partially mediates the positive relationship between benevolent leadership, moral leadership, and safety participation. Therefore, paternalistic leadership promotes the safety participation of high-speed railway drivers.

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.

Linking paternalistic leadership to follower's innovative work behavior: the influence of leader–member exchange and employee voice

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sajjad Nazir ◽  
Amina Shafi ◽  
Muhammad Ali Asadullah ◽  
Wang Qun ◽  
Sahar Khadim
Keyword(s):  
Work Behavior ◽  
Moral Leadership ◽  
Employee Voice ◽  
Voice Behavior ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Innovative Work Behavior ◽  
Member Exchange ◽  
Innovative Work

PurposeThis study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice behavior. Particularly, this study utilized the social exchange theory to investigate the indirect effect of three distinct dimensions of paternalistic leadership style on innovative work behavior through LMX and employee voice behavior.Design/methodology/approachSelf-reported questionnaires were used to collect data from 397 employees in Pakistan. Hypotheses were tested using structural equation modeling (SEM).FindingsThe two dimensions of paternalistic leadership were significantly related to LMX. LMX had a significant effect on employee voice behavior that was further related to innovative work behavior. The findings also support the mediating role of LMX between authoritarian and moral leadership and employee voice. Further, LMX and employee voice boosted the indirect relationship between moral leadership and innovative behavior. However, authoritarian leadership demonstrated a significant but negative indirect effect on innovative behavior through LMX and employee voice.Practical implicationsThe organizational members need to encourage a high LMX and voice behavior to enhance the positive effects of benevolent and moral leadership styles on innovative employee behaviors. Contrarily, they need to discourage authoritarian leadership if they want to enhance innovative work behavior through LMX and employee voice. Furthermore, when leaders provide a safe environment to employees at the workplace, then they may feel secure to take risks and exhibit innovative work behavior, which ultimately contributes to increasing employee and organizational performance.Originality/valueThis study extended the existing literature on paternalistic leadership in two important ways. First, this study examined a serial mediation mechanism to test the effect of paternalistic leadership on innovative work behavior through LMX and voice behavior. Second, this is a key study to investigate which dimension of paternalistic leadership is effective to boost employees' innovative work behavior at the individual level in the Pakistani organizational context.

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.

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.

How Communication in Organizations Is Related to Foci of Commitment and Turnover Intentions

2020 ◽  
pp. 1-12
Author(s):  
Sebastian Holzwarth ◽  
George Gunnesch-Luca ◽  
Roman Soucek ◽  
Klaus Moser
Keyword(s):  
Organizational Communication ◽  
Turnover Intention ◽  
Structural Equation ◽  
Affective Commitment ◽  
Turnover Intentions ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Confirmatory Factor ◽  
Communication In Organizations ◽  
Cohesion Theory

Abstract. The current study analyzes how two components of perceived organizational communication (vertical and horizontal) are related to employee turnover intentions via three types of affective commitment foci (organization, supervisor, and team). Using second-order confirmatory factor analysis and structural equation modeling techniques with a large cross-sectional dataset ( n = 3,317), our results show that, in line with social cohesion theory, vertical communication (e.g., supportiveness from the organization) is strongly related to affective organizational commitment, whereas horizontal communication (e.g., supportiveness from colleagues) is primarily related to affective team commitment. Additionally, both communication dimensions are related to affective supervisory commitment. Finally, these three foci of affective commitment incrementally explain and differentially mediate the relationship between perceived organizational communication and turnover intention.

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.

Paternalistic leadership style, employee voice and creativity among entrepreneurs

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bahadur Ali Soomro ◽  
Maqsood Memon ◽  
Naimatullah Shah
Keyword(s):  
Leadership Style ◽  
Structural Equation ◽  
Employee Voice ◽  
Equation Modeling ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Organizational Issues ◽  
Benevolent Leadership ◽  
Relationship Of ◽  
The Impact

PurposeIn today's world, employee voice has become an important factor in resolving organizational issues and making innovativeness. Therefore, this study proposes to investigate the paternalistic leadership style, employee voice and creativity among entrepreneurs of Pakistan.Design/methodology/approachThis study employs a cross-sectional study design in which a survey questionnaire is employed to collect the data from the respondents. After data cleaning and screening, in total 416 suitable samples are proceeded for data analysis.FindingsStructural equation modeling findings underlined as a positive and significant relationship of moral leadership with employee voice. Hence, this study found an insignificant relationship of authoritarian, benevolent leadership with employee voice. Further, the study also finds a positive and significant association between employee voice and creativity.Practical implicationsThis study may offer a thoughtful and systematic approach to employee voice and creativity for resolving organizational issues through recommendations/opinions of employees. This study may be helpful for addressing issues by bringing out creativity and innovation to achieve organizational goals and objectives.Originality/valueThe study is the first to investigate the impact of paternalistic leadership style on employee voice. Besides, it examines the influence of employee voice on creativity among entrepreneurs of Pakistan.

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