A Triad Model of Paternalistic Leadership: Constructs and Measurement

By L. J. Farh, B. Cheng, L. Chou. 2000

267 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b8fd3a49c69eb0a5d32b0e912e9aab3d3da3b667

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Citations in the corpus

Unmasking the creative self-efficacy–creative performance relationship: the roles of thriving at work, perceived work significance, and task interdependence (2020, methodology): “Authoritarian leadership (a ¼ .93) was measured using a 13 item scale from Cheng, Chou, and Farh (2000).”
The Mediating Effect of Ethical Climate on the Relationship Between Paternalistic Leadership and Team Identification: A Team-Level Analysis in the Chinese Context (2014, unknown): “Therefore, the three components should be studied separately (Cheng et al. 2000; Pellegrini and Scandura 2008).”
Paternalistic leadership and employee voice: Does information sharing matter? (2014, methodology): “Cheng et al. (2000) scales were used to measure paternalistic leadership behaviors.”
Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies (2019, methodology): “with their best interests in mind (Farh & Cheng, 2000).”