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.

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.

Exploring the influence of paternalistic leadership on voice behavior

2020 ◽  
Vol 42 (2) ◽  
pp. 542-560 ◽  
Author(s):  
Jianfeng Jia ◽  
Shunyi Zhou ◽  
Long Zhang ◽  
Xiaoxiao Jiang
Keyword(s):  
Moderated Mediation ◽  
Underlying Mechanism ◽  
Moral Leadership ◽  
Mediation Model ◽  
Voice Behavior ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Benevolent Leadership ◽  
The Relationship

Purpose Drawn upon the perspective of implicit voice theory, the purpose of this paper is to explore the underlying mechanism as well as the boundary effect in the relationship between paternalistic leadership and voice behavior. Design/methodology/approach Multiple-wave survey data from a sample of 368 employees in China were used to test the hypothesized moderated mediation model. Findings The findings show that both benevolent leadership and moral leadership related positively to voice behavior, whereas authoritative leadership played a negative role in influencing voice behavior. Employees’ implicit voice belief played a partial mediating role between paternalistic leadership and voice behavior. Furthermore, perceived HRM strength weakens both the mediation relationship among benevolent leadership, implicit voice belief and voice behavior, and the mediation relationship among moral leadership, implicit voice belief and voice behavior. However, the moderated mediation effect of implicit voice belief on the relationship between authoritative leadership and voice behavior is not significant. Practical implications Leaders are encouraged to behave benevolently and morally whereas to avoid excessive authoritative style at work, so that employees can be encouraged to speak out. Organizations are advised to introduce management practices like training and development sessions and to improve employees’ perceived HRM strength so that the implicit voice belief can be reduced, and the voice behavior can be stimulated. Originality/value The research provided a fresh theoretical perspective on the underlying mechanism between paternalistic leadership and employees’ voice behavior by unveiling employee implicit voice belief’s partial mediating role between paternalistic leadership and employee voice behavior. Furthermore, the study contributed to the literature of voice by adopting a more integrative perspective and exploring the role of the implementation of the organization’s system, i.e., perceived HRM strength that provided a boundary condition in the above mediation model.

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.

Paternalistic leadership and innovation: the moderating effect of environmental dynamism

2019 ◽  
Vol 22 (3) ◽  
pp. 562-582 ◽  
Author(s):  
Bojun Hou ◽  
Jin Hong ◽  
Kejia Zhu ◽  
Yu Zhou
Keyword(s):  
Cultural Context ◽  
Organizational Innovation ◽  
Moderating Effect ◽  
Moral Leadership ◽  
Environmental Dynamism ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Authoritarian Leadership ◽  
The Relationship ◽  
Exploratory Innovation

Purpose The purpose of this paper is to focus on how the three elements of paternalistic leadership – authoritarianism, benevolence and moral leadership – affect organizational innovation – both explorative and exploitative innovation – in Chinese enterprises. It also examines the moderating effect of environmental dynamism on the relationship between paternalistic leadership and organizational innovation. Design/methodology/approach Data on 190 superior–subordinate dyads are collected using questionnaire surveys. The supervisors are recruited from the MBA program in a famous university in the city of Hefei, China, who are also asked to distribute subordinate questionnaires to their subordinates. The hierarchical regression analysis is conducted to test the hypotheses by using SPSS 22.0. Findings The analysis of 190 superior–subordinate dyads shows that benevolent and authoritarian leadership is positively related to exploratory innovation, while moral leadership has no significant impact on exploratory innovation. The results also reveal that all three elements of paternalistic leadership is, in general, positively correlated with exploitative innovation. Furthermore, environmental dynamism moderates the relationship between paternalistic leadership and innovation. In a dynamic environment, moral leadership has a stronger positive effect on innovation, but only on exploratory innovation; whereas authoritarian leadership exerts more detrimental effects on both exploratory and exploitative innovation. Originality/value The current work contributes to understanding the relationship between paternalistic leadership and innovation in the Chinese cultural context by examining the effects of the three elements of paternalistic leadership separately and by showing how these effects can be moderated by environmental dynamism.

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.

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.

Paternalistic leadership and idiosyncratic deals in a healthcare context

2019 ◽  
Vol 57 (3) ◽  
pp. 621-648 ◽  
Author(s):  
Tuan Trong Luu ◽  
Nikola Djurkovic
Keyword(s):  
Organizational Identification ◽  
Leadership Behaviors ◽  
Role Identity ◽  
Healthcare Organizations ◽  
Idiosyncratic Deals ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Business Context ◽  
The Relationship

PurposeReflecting a behavioral orientation specific to leaders in Confucian-based cultures, paternalistic leadership appears relevant to the Vietnamese business context. Taking healthcare organizations in Vietnam as a source of data collection, the purpose of this paper is to seek an insight into the relationship between paternalistic leadership and idiosyncratic deals (i-deals) among clinical members.Design/methodology/approachThe data were harvested from 1,182 clinical employees and 168 direct supervisors from 19 hospitals in Ho Chi Minh City, Vietnam.FindingsThe data analysis revealed that authoritarian leadership behaviors displayed a weak negative link with employees’ i-deals, while the benevolence and morality dimensions of paternalistic leadership exhibited positive relationships with i-deals. The research results also provide evidence for the roles of organizational identification and role breadth self-efficacy (RBSE) in mediating the relationships between paternalistic leadership dimensions and i-deals. The current study also verified the utility of employees’ flexible role identity as an enhancer of both the relationship between organizational identification and i-deals, as well as of the relationship between RBSE and i-deals.Originality/valueThis study extends the leadership literature by unveiling the role of paternalistic leadership in fostering i-deals among clinicians through organizational identification and RBSE as dual mediation paths as well as flexible role identity as a moderator of the relationship between both organizational identification and RBSE and i-deals.

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 Relationship between Paternalistic Leadership and Organizational Commitment in Hospitality Industry: Case of Antalya, Turkey

2018 ◽  
Vol 7 (1) ◽  
pp. 163-173 ◽  
Author(s):  
Nedim Yüzbaşioğlu ◽  
Oğuz Doğan
Keyword(s):  
Organizational Commitment ◽  
Hospitality Industry ◽  
Affective Commitment ◽  
Normative Commitment ◽  
Paternalistic Leadership ◽  
Continuance Commitment ◽  
Authoritarian Leadership ◽  
Low Level ◽  
Benevolent Leadership ◽  
The Relationship

Abstract The purpose of this study is to examine the relationship between paternalistic leadership and organizational commitment in hotel enterprises. For this purpose, the data obtained from 243 employees at randomly selected hotel enterprises operating in Antalya region. The findings indicated that there is a relationship between paternalistic leadership and organizational commitment. Furthermore, a moderating relationship was found between benevolent leadership and affective commitment, continuance commitment, normative commitment. The findings also indicated that there is a low-level relationship between authoritarian leadership and continuance commitment

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