The Relationship Between Paternalistic Leadership and Organizational Commitment: Investigating the Role of Climate Regarding Ethics

By Gül Selin Erben, Ayşe Begüm Güneşer. 2008

285 citations recorded by the source corpus.

Subfields: Demography, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/36e0808787e512705e73e487749af98074dfc8d4

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In Demography

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Ethical Climates in Organizations: A Review and Research Agenda (2017, background): “In addition, ethical climate has been found to mediate the relationship between the benevolent dimension of paternalistic leadership and affective commitment (Erben & Guneser, 2008).”
Moralized Leadership: The Construction and Consequences of Ethical Leader Perceptions (2015, background): “Paternalistic leadership “remoralizes the workplace,” with morality representing a core component of paternalistic leadership theory (Cheng, Chou, Wu, Huang, & Farh, 2004; Erben & Güneşer, 2008).”
The Impact of Paternalistic Leadership on Ethical Climate: The Moderating Role of Trust in Leader (2011, background): “Even though paternalism is viewed negatively in Western societies, it is considered as one of the most desired characteristics of people in authority in Eastern cultures (Erben and Güneşer 2007; Aycan 2006).”
The Mediating Effect of Ethical Climate on the Relationship Between Paternalistic Leadership and Team Identification: A Team-Level Analysis in the Chinese Context (2014, unknown): “Second, studies on ethical climate in the past tended to focus on a whole dimension measurement of the issue (e.g., Schwepker 2001; Erben and Güneşer 2008; Mulki et al. 2009).”
Paternalistic leadership and employee voice: Does information sharing matter? (2014, unknown): “Email: simon.ch.chan@polyu.edu.hk satisfaction (Erben and Güneser, 2008; Farh and Cheng, 2000; Pellegrini and Scandura, 2006, 2008).”
Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms (2011, background): “, Erben and Güneşer 2008; Neubert et al. 2009; Toor and Ofori 2009) and of authentic leadership in particular are followers’ commitment, job satisfaction, and extraeffort (cf. Avolio et al. 2004; Walumbwa et al. 2008). In fact, in the framework Avolio et al. (2004) proposed as a foundation for guidi”
Linking Entrepreneurial Orientation with Innovation Performance in SMEs; the Role of Organizational Commitment and Transformational Leadership Using Smart PLS-SEM (2021, background): “Finally, future studies may consider other types of leadership styles are moderators such as passive leadership [113], parental leadership [114] or servant leadership [115].”
Affective Trust in Chinese Leaders (2014, unknown): “First, the majority of research has focused on linking paternalistic leadership to employee attitudes such as satisfaction, commitment, and loyalty (Cheng et al., 2004; Erben & Güneser, 2008; Farh et al., 2006; Pellegrini, Scandura, & Jayaraman, 2010).”
Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment (2018, background): “Although studies do exist that focus on the mechanisms between paternalistic leadership and organizational commitment (Erben and Güneşer 2008; Ashforth et al.”
The role of leadership styles on staff's job satisfaction in public organizations (2014, unknown): “Paternalistic style mentions supportive role among staff and plays as a father in a big family (Erben & Guneser, 2008).”