Leader–member exchange (LMX), paternalism, and delegation in the Turkish business culture: An empirical investigation

By Ekin K. Pellegrini, T. Scandura. 2006

390 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/cd225ea7abe3c05b33b91ec5c0f10d2aee0e7ee0

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Cross-cultural organizational behavior. (2007, background): “…Aycan and colleagues (Aycan et al. 2000, Aycan 2006) and Farh & Cheng (2000), both of whom showed that paternalistic leadership has a positive impact on employee attitudes in collectivistic and high-power-distance cultures (see also Pellegrini & Scandura 2006, Sinha 1997, Westwood 1997).”
Trust and Leader—Member Exchange (2008, background): “For example, Pellegrini and Scandura (2006) found that employees in the Middle East may be disinterested in delegation.”
Paternalistic Leadership: A Review and Agenda for Future Research (2007, methodology): “There are a number of previously used scales (Aycan et al., 2000; Cheng, Chou, & Farh, 2000; Pellegrini & Scandura, 2006), but there is insufficient information regarding their psychometric properties.”
Cross-Cultural Generalizability of Paternalistic Leadership: An Expansion of Leader-Member Exchange Theory (2010, methodology): “Accordingly, following consistent research findings from numerous cultural settings (Erdogan et al., 2004; Hung, Ansari, & Aafaqi, 2004; Pellegrini & Scandura, 2006), in this study, we also expect LMX to be positively related to job satisfaction and organizational commitment across cultural…”
Paternalistic Leadership in Four East Asian Societies (2014, background): “The current definition and conceptualization of paternalistic leadership extends other conceptualizations, for instance by Pellegrini and Scandura (2006, 2008); Pellegrini, Scandura, and Jayaraman (2010); or Aycan (2006) who consider benevolence and authority as primary facets of paternalistic…”
The Impact of Paternalistic Leadership on Ethical Climate: The Moderating Role of Trust in Leader (2011, background): “Benevolence and integrity are also the factors that are considered as part of PL. Pellegrini and Scandura (2006) stated that paternalism implies voluntary compliance and conformity; thus, followers who experience high levels of trust and respect in their relations with the leader may be more likely…”
Affective Trust in Chinese Leaders (2014, positive): “…non-Western cultures such as India, Turkey, China, Japan, and Mexico suggests, rather, that it reflects a relationship in which subordinates willingly reciprocate the care and protection of paternal authority by showing conformity (Aycan et al., 2000; Martinez, 2003; Pellegrini & Scandura, 2006).”
Paternalistic leadership and employee voice: Does information sharing matter? (2014, background): “Email: simon.ch.chan@polyu.edu.hk satisfaction (Erben and Güneser, 2008; Farh and Cheng, 2000; Pellegrini and Scandura, 2006, 2008).”