Remapping the construct of paternalistic leadership

This paper was conducted to examine the effect of paternalistic and Western leadership style using a sample of 326 subordinates. Due to insufficient number of studies about the type of relationship between subordinates’ responses and leadership type, this study aimed to determine whether paternalistic and Western leadership has a positive impact on managing subordinates. The respondents are employed at a wide variety of firms around Peru, such as Banking, Informational Technology, Commerce, Supply Chain, Construction and Law. A quantile regression was conducted to determine the effects of different types of paternalistic leadership such as benevolent leadership, moral leadership, and authoritarian on subordinate responses. The findings revealed that paternalistic leadership had a positive influence on compliance and gratitude while transformational leadership had a positive influence on gratitude. The survey was limited to Lima due to the current researcher did not have access to subordinate interviews throughout the Latin American Region. The results of this study were relevant to leadership theory and practices that can be implemented in Peruvian firms.

We used leadership theories and social cognitive theory to examine the association between paternalistic leadership styles and the coach–athlete relationship in sports contexts, along with the role of trust as a mediator. Participants were 312 teenage soccer players aged 13–19 years at two Chinese professional soccer schools, who completed a survey. The results show that the three dimensions of paternalistic leadership (i. e., authoritarian leadership, benevolent leadership, and moral leadership) each had different effects on the coach–athlete relationship. Benevolent leadership and moral leadership positively predicted the coach–athlete relationship, whereas authoritarian leadership did not have a significant impact. Further, trust as a cognitive process mediated the relationships between both benevolent and moral leadership styles and the coach–athlete relationship. Trust had a suppressing effect on the link between authoritarian leadership and the coach–athlete relationship. Our results complement those of past research and support the application of social cognitive theory in the context of the social psychology of sport training.

BackgroundClan culture is characterized by a family-like environment that emphasizes collaboration, support, and a sense of belonging among employees. Paternalistic leadership combines strong authority with benevolence, where leaders act as parental figures, guiding and caring for their subordinates. In organizations with a clan culture, paternalistic leadership can thrive, as both prioritize close-knit relationships and employee well-being. This alignment can foster a supportive work environment, enhancing job satisfaction and reducing feelings of isolation among employees.AimThis study seeks to investigate the impact of clan culture on nurses’ green behavior, with a specific emphasis on how paternalistic leadership operates as a mediator and workplace loneliness as a moderator.Subject and methods780 nurses from the Zagazig University Hospitals in Zagazig City, Egypt, were chosen at a systematic random sampling method. This study used a descriptive correlational design. Four instruments were employed to collect the data: The paternalistic leadership scale, the employee green behaviors descriptive norms scale, the clan culture scale, and the revised UCLA loneliness scale.ResultsFindings revealed that clan culture has a significant negative direct effect on green behaviors; nevertheless, it positively influences paternalistic leadership. Paternalistic leadership positively affects green behaviors. Paternalistic leadership partially mediates the relationship between clan culture and green behaviors. Workplace loneliness moderates the relationship between clan culture and green behaviors.ConclusionThis study underscores the importance of leadership in translating organizational culture into sustainable practices. While clan culture, on its own, may deprioritize green behaviors, paternalistic leadership serves as a critical mediator, enabling organizations to align relational harmony with environmental sustainability. By fostering supportive leadership and integrating sustainability into cultural values, organizations can address both relational and ecological goals.Implications for nursing management and leadershipTo address these findings, organizations should prioritize enhancing clan culture while avoiding its potential drawbacks, promote benevolent leadership while reducing authoritarian tendencies, and implement targeted strategies to improve green behavior and mitigate workplace loneliness. Interventions could include leadership training, employee support programs, and environmental awareness campaigns. Also, the findings highlight the need for a holistic approach to organizational development. Strategies to enhance clan culture and paternalistic leadership should incorporate sustainability and inclusivity as core values. Specific interventions include leadership training programs, sustainability workshops, and initiatives to foster social connections among nurses.Clinical trial numberNot applicable.

The research objective aims to investigate the effect of paternalistic leadership on employees' performance and organizational identification. The research has adopted the quantitative approach and data collected from a population comprised of employees in five-star accommodation establishments located in Antalya. To represent the research population, the convenience sampling method was used to determine the sample, and in the 2021 summer season, 380 questionnaires obtained from the sample were analyzed. Pearson correlation analysis was used to determine the relationship between the scale variables. According to the results, a positive and significant relationship was found between paternalistic leadership perception, and employee performance and organizational identification. Paternalistic leadership perception explained 6% of the change in employee performance. In addition, paternalistic leadership behavior explained 11.1% of the variance of organizational identification. Significant and positive relationships were found between the subdimension of paternalist leadership (creating a family environment (t=3.073, p≤.01), expectation of loyalty and deference (t=2.061, p≤.05)), and organizational identification. Moreover, another positive relation was found between the subdimension of paternalist leadership (creating a family environment at the workplace (t=2.328, p≤.05)) and performance. This research will be the first study in the tourism sector in Turkey in terms of paternalistic leadership, employee performance, and organizational identification. Since there is no other study in the literature in which these three variables are investigated together in tourism studies, it will fill the gap in the field.

Drawing upon the cognitive evaluation theory, this study examined the relationship among the three dimensions of paternalistic leadership, namely, authoritarianism, benevolence, and morality on both employee creativity and intention to stay. Data from 344 subordinates and 132 leaders/supervisors were collected from 32 SMEs in the manufacturing industry of Ghana. The findings of the study revealed that while authoritarian leadership has a negative relationship with creativity, benevolent leadership impacts positively on both creativity and intention to stay. No significant relationship was recorded between moral leadership and creativity, as well as authoritarian leadership and intention to stay. Moreover, psychological empowerment was found to mediate the relationship among benevolent leadership, creativity, and intention to stay, as well as between moral leadership and intention to stay. The study provides a fresh practical and theoretical perspective on the underlying mechanism pertaining to the relationship among paternalistic leadership, creativity, and intention to stay.

This study investigates the influence of paternalistic leadership style on employee performance. Paternalistic leadership, characterized by care and support from leaders, contrasts traditional command-based management approaches. Through literature review and theoretical analysis, this research systematically explores the definition, characteristics, and comparison of paternalistic leadership style with other leadership styles. The theoretical analysis focuses on how paternalistic leadership enhances employee performance by affecting motivation, learning and development, organizational culture, and employee satisfaction. Further validated through practical case studies, this paper confirms the positive impact of paternalistic leadership style on employee performance in organizational settings. Finally, the study discusses theoretical contributions, practical implications, and future research directions.

Paternalistic Leadership: A Review and Agenda for Future Research

This study aims to analyze the influence of paternalistic leadership and compensation on employee performance, as well as to examine the role of motivation as an intervening variable at CV Langgeng Dumadi, a company engaged in construction services and wooden pallet production. A quantitative approach was employed using an explanatory research design. Data were collected through questionnaires from 66 respondents, and analyzed using SmartPLS software with the Structural Equation Modeling–Partial Least Squares (SEM-PLS) method. The analysis involved construct validity and reliability testing (outer model), evaluation of relationships among variables (inner model), and direct and indirect hypothesis testing. The results indicate that both paternalistic leadership and compensation have a positive and significant effect on employee performance. However, motivation was not found to be a significant intervening variable in these relationships. The implications of these findings suggest that organizations should focus directly on strengthening supportive leadership styles and implementing fair and structured compensation systems to effectively enhance employee performance. This study provides practical insights for companies in developing more effective and human-centered managerial policies.

We investigated the relationship between middle managers' transformational leadership and the performance of frontline employees who are two levels below the middle managers. We identified two pathways through which this cross-level influence occurs and tested two moderators operating on these two pathways. The first pathway is a direct effect from middle managers to employees, bypassing the influence of employees' immediate supervisor (the bypass effect). We further hypothesized that the bypass effect is moderated by the employees' collectivistic value. The second pathway is a cascading of leadership behaviours from middle managers to first-line supervisors, whose transformational leadership then enhances employees' performance (the cascading effect). We further hypothesized that this cascading effect is moderated by the supervisors' power distance value. These hypotheses were tested with a sample of 491 frontline employees, 98 frontline supervisors, and 30 middle managers in three organizations in China. The three-level hierarchical linear modelling results supported the four hypotheses.

The effect of gender-role stereotypes means that the leadership effectiveness of female leaders is likely to be underestimated, as their roles are different from those of traditional male leaders. Given the theory of paternalistic leadership in Chinese society and from the perspective of Chinese culture, this study re-examined the relationship between the emotional expression and leadership style of supervisors and gender-role stereotypes and its effect on leadership effectiveness. Data were collected using questionnaires distributed to supervisor-subordinate pairs in various departments of 76 enterprises in Taiwan. The research findings showed that gender differences among supervisors did not have a direct effect on leadership effectiveness. However, with the moderation of gender differences in the emotional expression and leadership style of supervisors, negative emotional expression, authoritarian leadership and benevolent leadership all had a significant effect on leadership effectiveness for both genders. The implication of these findings was that gender does not directly affect leadership effectiveness, but that the display of emotional expression and a leadership style consistent with gender expectations, does have effect on the leadership effectiveness of supervisors; thus, providing evidence of the prevalence of gender-role stereotypes in Chinese societies. Key words: Emotional expression, paternalistic leadership, leadership effectiveness, gender-role stereotypes.

Purpose Drawing on the lens of cognitive evaluation theory (CET), this study examines the relationships between paternalistic leadership dimensions and knowledge sharing and hiding. In addition, this study also aims to investigate the mediating role of psychological empowerment in these relationships. Design/methodology/approach The study data were collected from a survey of 386 employees in service companies in Vietnam. The study used partial least squares structural equation modeling to evaluate the proposed hypotheses and analyzed the collected data with the help of SmartPLS 4.0.9 software. Findings The empirical study confirmed the effects of authoritarian and moral leadership (ML) on knowledge sharing and hiding, and these relationships were fully mediated by psychological empowerment. However, the study data only confirm the partial mediating role of psychological empowerment in the relationship between benevolent leadership and knowledge sharing and hiding. Practical implications Managers should focus on the aspects of benevolent and ML, which include actions such as caring about personal life, developing a fair environment in the organization and participating in special events in employees' families; pay significant attention to empowering their employees and avoid the authoritarian aspect by not using abusive language, harsh punishment for mistakes and excessive control of employees to promote beneficial behaviors (knowledge sharing) and minimize detrimental behaviors (knowledge hiding) for the organization. Originality/value This study contributes to the existing literature by examining the influence of paternalistic leadership dimensions on knowledge sharing and hiding based on CET. In addition, this is one of the few studies that investigate the influence of leadership style and psychological empowerment on knowledge hiding.

This research is aimed to know the influence of work motivation, compensation and work environment toward performance of operational employee in PT. Jasco Logistics. The methods of data collection are interview and questionnaire completion. The sample of this research are 73 respondents and analytical method used are the validity test, reliability test, multiple linear regression conducted with the Ordinary Least Square (OLS) test methods and Goodness of Fit Test The result of regression analysis indicates that work motivation, compensation and work environment have positive influence on performance of employee. Based on t test it is indicated that eadership, motivation, work discipline have positive significant influence on performance of employee. Based on F test, independent variables simutaneuosly influence the performance of employee significantly, with coeficient of determination (R2) of 0,679. This means that 67,9% of performance of employee could be influenced by work motivation, compensation and work environment, while remaining 38,1% is influenced by other variables which are not observed

Grounded in motivation theory, this study examines the direct relationship between a supportive workplace environment (SWE) and employee performance (EP). The SWE has been identified into three dimensions, i.e., work recognition (WR), work motivation (WM), and career development (CD). Moreover, we focused on the mediating effect of employee engagement (EE) on the relationship between SWE and EP. A quantitative research method was used, and data were collected through a questionnaire survey. Data were collected from 349 respondents. The target population were the senior managers, middle managers, and administrative staff working in the semi-government organizations based in Riyadh, Saudi Arabia. The data were analyzed using partial least squares structural equation modeling (PLS-SEM) software version 4.0. The results indicate that in the direct relationship, workplace recognition, workplace motivation, and career development are positively connected with EP. Similarly, the findings show that employee engagement positively mediates between an SWE (work recognition, work motivation, and career development) and EP. This study suggests that managers can establish practices acknowledging and appreciating employee contributions, leading to increased motivation and improved performance. Creating a work environment that fosters work motivation by addressing employees’ physical and safety, social, and egoistic needs can further enhance employee engagement and performance. The study highlights the significant role of work recognition, work motivation, career development, and employee engagement in influencing employee performance. This study also recommends some practical implications for the semi-governmental organizations. First, it was suggested that organizations create a workplace environment in which employees feel appreciated, valued, and happy. Second, the organizations introduce the employee engagement culture at the department level as well as at the organizational level. Third, the organizations also introduce flexible work schedules for middle-level and administrative staff. Finally, Saudi organizations recognize the output of their employees and provide them with monetary incentives.

The organizational culture of Solokanjeruk District, Bandung Regency is not yet optimal. This has an effect on employee performance. This study aims to determine how much influence the integrity of employee performance, the influence of professionalism on employee performance, the influence of exemplary on employee performance and the influence of organizational culture on employee performance simultaneously. The method used in this study is an associative research method or relationships. Collecting data through literature and field studies with observation techniques and distributing questionnaires to all employees of Solokanjeruk District, amounting to 25 people. While the data measurement techniques used by researchers are validity test, reliability test, hypothesis testing such as correlation coefficient, coefficient of determination, simultaneous influence test (F test) and partial effect (t test). Based on the results of research and discussion shows that there is a strong relationship between integrity and employee performance that is equal to 0.643, there is a strong relationship between professionalism and employee performance that is equal to 0.662, there is a very strong relationship between exemplary with employee performance that is equal to 0.875, and there is a relationship which is very strong between organizational culture in terms of integrity, professionalism and exemplary simultaneously with employee performance of 8.50. Thus the conclusion that there is a positive relationship. Then in t-test partially, the t-value is greater than t-table (7,738> 2,069), then the hypothesis proposed, Organizational culture influences employee performance at Solokanjeruk Sub-district Office, Bandung Regency is acceptable.

Employee performance is the work of an individual from a plan. The purpose of this study was to determine the effect of work skills, teamwork, and motivation on the performance of production employees at the Cahaya Silver Art Shop in Celuk, Gianyar. This research was conducted at the Cahaya Silver Art Shop in Celuk, Gianyar. The number of samples taken was 32 employees, with a saturated sampling method. The research instrument was tested by validity and reliability tests. The analysis technique used is multiple linear regression. The influence of work skills, teamwork, and motivation on the performance of employees in the production department at the Cahaya Silver Art Shop in Celuk, Gianyar with the t-calculated value of each variable including work skills (X1) 2.172 and t-table value of 1.701 when compared, the t-count value is greater than t-table and t-count values ​​are in the rejection area of ​​Ho, teamwork (X2) 2,342 and t-table value 1.701, motivation (X3) 3,935 and t-table value 1.701 The results of the f-test show that there is the influence of work skills, teamwork, and motivation on the performance of production employees at the Cahaya Silver Art Shop in Celuk, Gianyar.