The Investigation of the Relations Between Paternalistic Leadership, Organizational Creativity and Organizational Dissent

The aim of the research is to find out the relationship between the paternalistic leadership behaviours of public primary school principals and teachers’ organizational creativity and organizational dissent perception levels according to the perceptions of primary school teachers. Correlational survey method was utilized in the research. The sample of the research consists of 1059 teachers working in public primary schools selected by methods of stratified sampling method in Mardin city center and 8 districts of Mardin during 2016-2017 academic year. The data of the research were obtained by using the “Headmasters’ Paternalistic Leadership Behaviours Scale”, “Organizational Creativity Scale” and “Organizational Dissent Scale”. The data analysis revealed the following findings: There was a positive and significant correlation between the paternalistic leadership behaviours of primary school administrators and teachers’ perceptions toward organizational creativity and organizational dissent and paternalistic leadership behaviors of primary school administrators were found to be a significant predictor of teachers’ perceptions toward organizational creativity and organizational dissent. The headmasters should exhibit benevolent leadership behaviours that enchance the teachers organizational creativity perceptions, such as endeavouring to create a family milieu in school, being tolerant of teachers and supporting teachers to take the initiative.

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

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

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.

The Boss’s Long Arm: The Differential Impact of Authoritarian and Benevolent Leadership on Spousal Family Satisfaction

The extant studies on leadership are replete with employee, coworker, and leader outcomes, however, research is still nascent on leadership’s crossover into employees’ family members’ lives. To examine leadership’s impact on the work–family interface, we draw on conservation of resources theory (COR) and crossover theory and investigate how authoritarian leadership and benevolent leadership affect spousal family satisfaction. We examine the mediating influence of work–family conflict (WFC) and work-family facilitation (WFF), and the moderating impact of spouses’ need for control. Our model was tested with multisource, mutiwave data from 207 Chinese married dyads. The results suggest that, as expected, the positive relationship between benevolent leadership and spousal family satisfaction is fully mediated by WFF, and the negative relationship between authoritarian leadership and spousal family satisfaction is fully mediated by WFC. Findings further suggest that the negative relationship between employee WFC and spousal family satisfaction is stronger for spouses with a higher need for control. Thus, authoritarian leadership, through its negative influence on WFC appears to be universally detrimental for spousal family satisfaction, however, even more so for spouses with a higher need for control. These results underscore the importance of acknowledging leadership’s impact at work reaching far beyond the job incumbent.

THE MODERATING ROLE OF PSYCHOLOGICAL EMPOWERMENT ON THE RELATIONSHIP BETWEEN BENEVOLENT LEADERSHIP AND WELL-BEING IN THE CONTEXT OF EMPLOYEES WITH DISABILITIES

Main Objectives: This study aims to evaluate the moderating role of psychological empowerment on the relationship between benevolent leadership and employees’ well-being.Novelty: Since research involving disabled employees is rare, this study adds to the current body of knowledge by confirming the links between benevolent leadership, job satisfaction, and perceived discrimination. It also aims to find out how psychological empowerment influences the relationship between benevolent leadership and job satisfaction, as well as the association between benevolent leadership and perceived discrimination. Research methods: This research involves 85 respondents. They are employees with various disabilities working in different organizations. Moderated regression analysis is employed to analyze the data. Finding/Results: This study found that benevolent leadership significantly affect employees’ well-being: job satisfaction, and perceived discrimination. In addition, as expected, psychological empowerment strengthens the positive impact of benevolent leadership on job satisfaction. On the contrary, psychological empowerment weakens the negative impact of benevolent leadership on perceived discrimination. Conclusion: Based on the conservation of resources theory, resources provided by the organization, in this case is benevolent leadership, perceived by employees with disabilities as a recovery of the loss of resources (disabilities). Recruiting benevolent leaders or developing existing leaders to be more benevolence is important to improve disabilities employees’ well-being.

Paternalistic Leadership and Safety Participation of High-Speed Railway Drivers in China: The Mediating Role of Leader–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.

How and when team reflexivity influences employee innovative behavior

PurposeBased on affective events theory, this study explores the cross-level effect of team reflexivity on employee innovative behaviors. Specifically, the authors examine the mediating effects of affective and normative commitment on this relationship, as well as the moderating effects of benevolent leadership.Design/methodology/approachThe authors surveyed 341 employees and their direct supervisors in 74 work units and utilized multilevel path analysis to test a model of cross-level moderated mediation.FindingsThe study analysis results suggest that team reflexivity significantly contributes to employee innovative behavior. Both affective commitment and normative commitment mediate this relationship. Benevolent leadership not only enhances the relationship between team reflexivity and affective/normative commitment, but also reinforces the linkage of team reflexivity→affective commitment→employee innovative behavior.Practical implicationsThe current study suggests that organizations should invest more in promoting team reflexivity and benevolent leadership in workplace. Furthermore, managers need to develop appropriate employees training programs and pay more attention to employees' work and personal lives. They need to make efforts to enhance employees' affective and normative commitment, thereby facilitating their innovative behavior.Originality/valueThis research identifies affective commitment and normative commitment as key mediators that link team reflexivity to employee innovative behavior and reveals the moderating role of benevolent leadership in the process.

Exploring the effects of workplace deviance on perpetrators’ own work outcomes: the role of benevolent leadership in regulating fear activation and implication

The prevalence of workplace deviance has become an urgent issue for managers. Although increasing research has investigated the detriments of workplace deviance on other employees and organizations, limited research has studied the harm of workplace deviance on perpetrators themselves. This research drew from appraisal theories of emotion and sought to understand perpetrators' affective and behavioral consequences of engaging in deviance. Using a diary method, a survey consisting of 92 employees with 918 observations was conducted. The results reveal that employees' deviance is positively related to their feeling of fear and that fear overrides feelings of guilt, ultimately decreasing work engagement and organizational citizenship behavior (OCB). Importantly, perceived benevolent leadership weakens the effects of deviance on perpetrators themselves by relieving fear associated with past deviance and mitigating the negative influences of fear on OCB.

A benevolence narrative

This chapter describes an alternate narrative of democracy that centres around the value of sedana or benevolence. This narrative has three parts: the challenge of dictatorial leadership in Myanmar and the moral failure of citizens; the vision of a morally transformed society based on benevolent leadership and the values of unity and obligation; and a strategy of moral education to renew these values within society and promote discipline. This narrative highlights a moral rather than liberal vision – one in which the ability of individual political actors to transcend self-interest is of the highest importance. Proponents of this narrative emphasise that a focus on the narrow interests of particular individuals or groups will spark division and thereby undermine democracy – with the most immoral approach to politics being that of the ar nar shin (‘power-obsessed dictator’).