Convergence and divergence of paternalistic leadership: A cross-cultural investigation of prototypes
By Z. Aycan, B. Schyns, J. Sun, Joerg Felfe, Noreen Saher. 2013
153 citations recorded by the source corpus.
Paternalistic leaders provide care, nurturance, and guidance to employees in their professional and personal lives in a parental manner, and, in exchange, expect loyalty and deference from employees. This study aims at investigating how the paternalistic leadership (PL) prototype converges and diverges with prototypes of transformational, authoritarian, participative, and nurturant-task leadership (NTL) in six countries representing high power distance and collectivism (China, Turkey, and Pakistan) and low power distance and individualism (the United States, Germany, and the Netherlands). A total of 1272 employees from six countries participated in this study. Findings revealed that the PL prototype converged more strongly with authoritarian leadership and NTL in hierarchical and collectivistic cultures than in egalitarian and individualistic ones. The relationship of the PL prototype with that of transformational and participative leadership was similar across cultures. Theoretical and managerial implications of these findings for international business are discussed.
Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/2a5dd502e1f4038a4411862db60bfd33d1b6a639
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In Communication
In Organizational Behavior and Human Resource Management
In Social Psychology
Citations in the corpus
- A Meta‐Analytic Review of Paternalistic Leadership (2019, methodology): “Scholars have used both uni-dimensional and multi-dimensional measurement instruments to capture the features of paternalistic leadership (Aycan, 2006; Aycan et al., 2013; Cheng et al., 2000; Pellegrini & Scandura, 2006; Wagstaff et al., 2015).”