Paternalistic Leadership and Subordinate Responses: Establishing a Leadership Model in Chinese Organizations

By B. Cheng, L. Chou, Tsung-Yu Wu, Min-Ping Huang, Jiing-Lih Farh. 2007

853 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/46dfb6f85e4e98057b51dbb8d9d98a78222a10a4

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In Demography

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Mediating Effect of Ethical Climate on the Relationship Between Paternalistic Leadership and Team Identification: A Team-Level Analysis in the Chinese Context (2014, neutral): “2005), and further earned the respect and identification of subordinates, which made them learn from the leader (Cheng et al. 2004).”
Getting Everyone on Board (2015, background): “…moral leadership from its corresponding part in the transformational leadership model (i.e., the “providing an appropriate model dimension”; Cheng et al., 2004), which was confirmed by the current research: Combining moral leadership and the “providing an appropriate model” dimension…”
The Relationship Between Paternalistic Leadership and Organizational Commitment: Investigating the Role of Climate Regarding Ethics (2008, background): “Since, leadership is an antecedent of organizational climate, it is meaningful to assert that climate regarding ethics is effected by benevolent and moral paternalistic leadership (Cheng et al., 2004).”
Paternalistic Leadership: A Review and Agenda for Future Research (2007, background): “Cheng et al. (2004) found that for subordinates high in traditionality, authoritarianism had a positive relationship with identification, compliance without dissent, and gratitude, whereas for those low in traditionality, authoritarianism was negatively correlated with these outcome variables.”
Moralized Leadership: The Construction and Consequences of Ethical Leader Perceptions (2015, background): “Cheng et al. (2004) include an “authoritarian” subscale in their paternalistic leadership measure, incorporating such items as “My supervisor asks me to obey his/her instructions completely.””
Cross-Cultural Generalizability of Paternalistic Leadership: An Expansion of Leader-Member Exchange Theory (2010, background): “According to Cheng et al. (2004), benevolent leadership is more long-term oriented and extends beyond being considerate on the job to the subordinate’s personal issues.”
Paternalistic Leadership in Four East Asian Societies (2014, methodology): “…invariance was tested in the following steps using the Chinese sample as reference group (due to the theoretical roots in Chinese culture; Cheng et al., 2004): configural invariance (baseline model), invariance of factor loadings (weak measurement invariance), and intercept invariance…”
The Impact of Paternalistic Leadership on Ethical Climate: The Moderating Role of Trust in Leader (2011, methodology): “Moral leadership can be described as a leader’s behavior that demonstrates superior personal virtues, self-discipline, and unselfishness (Cheng et al. 2004).”