scholarly journals Development and Significance of Paternalistic Leadership Behavior Scale

2011 ◽  
Vol 7 (2) ◽  
Author(s):  
King-Ching Hsieh ◽  
Yin-Che Chen
Keyword(s):  
Leadership Behavior ◽  
Paternalistic Leadership ◽  
Behavior Scale

Short-Form Service Leadership Behavior Scale--38

2019 ◽  
Author(s):  
Daniel T. L. Shek ◽  
Diya Dou ◽  
Lawrence K. Ma
Keyword(s):  
Leadership Behavior ◽  
Short Form ◽  
Service Leadership ◽  
Behavior Scale

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.

Servant Leadership Behavior Scale--6-Item Short Form

2019 ◽  
Author(s):  
Sen Sendjaya ◽  
Nathan Eva ◽  
Ivan Butar Butar ◽  
Mulyadi Robin ◽  
Samantha Castles
Keyword(s):  
Servant Leadership ◽  
Leadership Behavior ◽  
Short Form ◽  
Behavior Scale

Extending the boundaries of psychological ownership research: measurement, outcomes, cultural moderators

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Franziska M. Renz ◽  
Richard Posthuma ◽  
Eric Smith
Keyword(s):  
Cultural Values ◽  
Leadership Behavior ◽  
Psychological Ownership ◽  
Paternalistic Leadership ◽  
Extended Self ◽  
Content Type ◽  
Power Distance Orientation ◽  
The Us ◽  
Collective Phenomenon ◽  
Or Organization

PurposePsychological ownership (PO) theory and extended self theory explain why someone feels like the owner of his/her job or organization. Yet, there is limited prior research examining whether PO differs as an individual versus collective phenomenon, and in different cultural contexts. The authors extend this literature by examining the dimensionality of PO, multiple outcomes and cultural values as boundary conditions.Design/methodology/approachData from surveys of 331 supervisors from Mexico and the US were collected to examine the relationships between the theorized constructs. The authors apply two-stage least squares (2SLS) regression analysis to alleviate endogeneity concerns and produce robust results.FindingsBoth individual and collective PO (IPO and CPO) are positively associated with organization-based self-esteem (OBSE) and a new outcome, paternalistic leadership behavior. Cultural values are significant moderators with an individualistic orientation enhancing and a power distance orientation attenuating these relationships.Originality/valueThis study extends PO theory and extended self theory by investigating whether IPO and CPO have different outcomes considering contextual differences in cultural values. Additionally, the authors capture the frequency of paternalism instead of its mere occurrence.

SLBS-6: Validation of a Short Form of the Servant Leadership Behavior Scale

2017 ◽  
Vol 156 (4) ◽  
pp. 941-956 ◽  
Author(s):  
Sen Sendjaya ◽  
Nathan Eva ◽  
Ivan Butar Butar ◽  
Mulyadi Robin ◽  
Samantha Castles
Keyword(s):  
Servant Leadership ◽  
Leadership Behavior ◽  
Short Form ◽  
Behavior Scale

Ethical Leadership Behavior Scale

2010 ◽  
Author(s):  
Carmen Tanner ◽  
Adrian Brügger ◽  
Susan van Schie ◽  
Carmen Lebherz
Keyword(s):  
Ethical Leadership ◽  
Leadership Behavior ◽  
Behavior Scale

The Influence of Employee’s Work Values and Leadership Behavior on Employee’s Work Efficiency

2021 ◽  
Vol 7 (5) ◽  
pp. 4509-4519
Author(s):  
Ziteng Shi ◽  
Shitai Wang
Keyword(s):  
Leadership Style ◽  
Turnover Intention ◽  
Work Values ◽  
Leadership Behavior ◽  
Two Dimensions ◽  
Job Burnout ◽  
Work Efficiency ◽  
Paternalistic Leadership ◽  
Intervention Measures ◽  
New Generation

Objectives: How to make employees concentrate on their own work, develop their potential and mobilize their enthusiasm, so as to maximize their own value has become the focus of attention of enterprises. Methods: This study analyzes the influence of employees’ work values and paternalistic leadership behavior on employees’ work efficiency, and puts forward suggestions for career development of new generation employees, as well as efficient management of new generation employees in enterprises. Results: Thereby improving the professional quality of the new generation of employees, improving their work efficiency, reducing the turnover rate of the new generation of employees and achieving a win-win situation for the new generation of employees and enterprises. Two dimensions of work values, ability and growth, status and independence, are positively correlated with turnover intention and negatively correlated with job burnout. Leadership style partially moderates the relationship between job values, turnover intention and job burnout. Conclusion: Enterprises should implement different intervention measures to relieve employees’ work pressure and negative emotions according to their different positions, so as to prevent and reduce employees’ job burnout from the source.

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