Paternalistic leadership and employee voice in China: A dual process model

By Yan Zhang, Mingyun Huai, Yun-hui Xie. 2015

300 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/ea28a50acb53f50869fea493747ac89c4f128677

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Kim Klyver
2. Ying Chen
3. N. Hiller
4. Xiaohu Zhou
5. Hock-Peng Sin

In Social Psychology

1. Kim Klyver
2. Ying Chen
3. N. Hiller
4. Xiaohu Zhou
5. Hock-Peng Sin

In Sociology and Political Science

1. Kim Klyver
2. Ying Chen
3. N. Hiller
4. Xiaohu Zhou
5. Hock-Peng Sin

Citations in the corpus

• Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies (2019, background): “It may be possible that the relatively weak evidence for co-occurrence is not because benevolence and authority are incompatible (Zhang, Huai, & Xie, 2015), but rather that incompatible and stronger aspects of authority are captured by Cheng and colleagues' measures.”
• Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment (2018, background): “Paternalistic leadership is generally regarded as a typical style of leadership in Asian cultures, being deeply rooted in Chinese Confucianism (Cheng et al.”