The Janus face of paternalistic leaders: Authoritarianism, benevolence, subordinates' organization‐based self‐esteem, and performance

By Simon C. H. Chan, Xu Huang, E. Snape, Catherine K. Lam. 2013

289 citations recorded by the source corpus.

We investigated how the two components of paternalistic leadership, namely authoritarianism and benevolence, jointly influenced work performance through their impacts on organization-based self-esteem (OBSE). Using a sample of 686 supervisor-subordinate dyads collected from a manufacturing firm in the People's Republic of China, we found that OBSE mediated the negative relationship between authoritarian leadership on one hand and subordinate task performance and organizational citizenship behavior toward the organization (OCBO) on the other. We also found that the negative effect of authoritarian leadership on subordinate OBSE, task performance, and OCBO was weaker when supervisors exhibited higher levels of leader benevolence. Also, OBSE mediated the joint effect of authoritarian leadership and benevolent leadership on subordinate task performance and OCBO.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/7acefa33a4a6a39dd9b519584cc5ceb5cfccdfa2

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In Demography

1. Mayowa T. Babalola
2. M. Euwema
3. Kim Klyver
4. Ying Chen
5. J. Camps
6. Diana Boer
7. Xiaohu Zhou
8. J. Stouten

In Organizational Behavior and Human Resource Management

1. Mayowa T. Babalola
2. M. Euwema
3. L. Chou
4. Kim Klyver
5. Ying Chen
6. J. Camps
7. Diana Boer
8. Xiaohu Zhou

Citations in the corpus

• When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership (2019, background): “Regardless of their genuine intentions, leaders imposing their views on subordinates signal a strong disregard for others and reduce employees’ personal sense of control and opportunity to voice their opinions (e.g., Aryee et al. 2007; Chan et al. 2013; Zhang et al. 2011).”
• Paternalistic Leadership in Four East Asian Societies (2014, background): “Although research on paternalistic leadership has flourished recently (Aycan, 2006; Chan et al., 2012; C. C. Chen & Farh, 2010; X. P. Chen et al., 2011; Cheng et al., 2004; Pellegrini & Scandura, 2008; M. Wu et al., 2012), the dissemination and character of paternalistic leadership has not been dire”
• Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment (2018, background): “Although our results do not address the issue specifically, our study supports the “negligible relationship” argument and the call for further research to strengthen our understanding of when, and under which conditions, the authoritarian component of paternalistic leadership impacts commitment (Cha”