Cross-Cultural Generalizability of Paternalistic Leadership: An Expansion of Leader-Member Exchange Theory

By Ekin K. Pellegrini, T. Scandura, V. Jayaraman. 2010

287 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/43891246c36337e5bf2180a314b52b642f4524dc

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Akanksha Bedi
2. Simon C. H. Chan
3. Jiing-Lih Farh
4. E. Thompson
5. Xu Huang
6. A. Vedel
7. Andrew J. Martin
8. G. Liem

In Organizational Behavior and Human Resource Management

1. Simon C. H. Chan
2. Akanksha Bedi
3. Xu Huang
4. J. Sun
5. B. Cheng
6. Mingyun Huai
7. L. Chou
8. L. Graham

In Social Psychology

1. Akanksha Bedi
2. Simon C. H. Chan
3. L. Chou
4. L. Graham
5. Jiing-Lih Farh
6. Diana Boer
7. Yuyan Zheng
8. E. Thompson

Citations in the corpus

• Paternalistic Leadership in Four East Asian Societies (2014, background): “…definition and conceptualization of paternalistic leadership extends other conceptualizations, for instance by Pellegrini and Scandura (2006, 2008); Pellegrini, Scandura, and Jayaraman (2010); or Aycan (2006) who consider benevolence and authority as primary facets of paternalistic leadership.”
• A Meta‐Analytic Review of Paternalistic Leadership (2019, background): “Past scholars have examined the similarities and differences between paternalistic leadership and LMX (Liden & Graen, 1980; Uhl-Bien & Maslyn, 2005; Pellegrini et al., 2010).”
• Affective Trust in Chinese Leaders (2014, unknown): “Once these decisions are made, they follow their leaders’ directions obediently and without question (Pellegrini et al., 2010).”
• A Brief Index of Affective Job Satisfaction (2012, background): “Establishing cross-national equivalence is an increasingly important measurement concern in organizational research (Pellegrini et al., 2010).”
• The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence (2019, background): “, paternalistic leadership: Farh and Cheng 2000) has been conducted predominantly in an Eastern context (Chen et al. 2018; Pellegrini et al. 2010) and the research in a Western context is limited (see De Hoogh and Den Hartog 2009; De Hoogh et al.”
• Paternalistic leadership and employee voice in China: A dual process model (2015, background): “Paternalistic leadership has deep cultural roots in Confucianism (Cheng et al., 2004; Pellegrini et al., 2010).”
• Paternalistic leadership and employee voice: Does information sharing matter? (2014, background): “There is now a body of evidence suggesting that PL behaviors help to explain employee work behaviors (Pellegrini et al., 2010; Soylu, 2011).”