Effectiveness of a moral and benevolent leader: Probing the interactions of the dimensions of paternalistic leadership
By Chun-Pai Niu, An-Chih Wang, B. Cheng. 2009
126 citations recorded by the source corpus.
Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Safety Research
View Paper: https://www.semanticscholar.org/paper/4ce0e1c69e9fab92f0dbffa9c2b83d26f8b05f49
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In Information Systems and Management
In Organizational Behavior and Human Resource Management
In Safety Research
Citations in the corpus
- Perceived Interactional Justice and Trust-in-supervisor as Mediators for Paternalistic Leadership (2012, background): “As we discussed in the theory section, both benevolence and morality are conducive to trustworthiness of the leader and thus are likely to induce a high level of trust-in-supervisor (Mayer et al., 1995; Niu et al., 2009; Wasti et al., 2011).”
- Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment (2018, background): “Moral leadership contributes to collective efficacy by creating role models, people who are highly respected and admired and viewed by Chinese employees as possessing the ideal leadership qualities (Niu et al. 2009).”
- Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance (2013, result): “Our results echo previous findings that the positive relationships between benevolent leadership and subordinates’ work outcomes are relatively stable (Wang & Cheng, 2010), whereas the negative effects of authoritarian leadership on subordinate performance may be less stable and depend on the contex”