Paternalistic leadership and its effectiveness: Evidence from Chinese organizational teams.

By B. Cheng, M. Huang, L. Chou. 2002

96 citations recorded by the source corpus.

How researchers see this paper

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Paternalistic Leadership: A Review and Agenda for Future Research (2007, background): “Some studies have suggested that paternalistic practices benefit organizations via increased employee flexibility (Padavic & Earnest, 1994), decreased turnover intentions (Cheng et al., 2002; Kim, 1994), reduced costs and increased control (Padavic & Earnest, 1994), increased job performance (Chou e”
Paternalistic leadership and employee voice: Does information sharing matter? (2014, background): “Authoritarian leadership has long been prevalent in Chinese society (Cheng et al., 2002; Wu et al., 2002) and we now know that it has a negative effect on employee voice.”
Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment (2018, background): “The research on this topic to date has been inconclusive, arguing either that authoritarianism has negligible relationship with organizational commitment (Cheng et al. 2002) or that authoritarianism correlates negatively with team members’ commitment (Farh et al.”