The purpose of this empirical study is to investigate the effect of paternalistic leadership (PL) on ethical climate and the moderating role of trust in leader. Convenience sampling is used as a sampling procedure and the data were obtained from 227 Turkish employees. The findings indicated that PL had some effect on ethical climate. Furthermore, partial support was found for the moderating effect of trust in leader on the relationship between PL and ethical climate. The results of the study showed the importance of PL on employees in following company rules and procedures and showing a sense of responsibility and care to customers, community, and others in the organization.

Psychological ownership is defined as the state which individuals feel that a piece of target is theirs. Even in the absence of legal ownership, individuals might develop psychological ownership directed at an organization, a group, an idea, a suggestion, an equipment or a job. Limited research on the antecedents and consequences of psychological ownership make the concept rather interesting. Thus, the purpose of this study is to investigate the relationship between perceived organizational support and psychological ownership and the role of organizational justice which has the potential to explain various organizational behavior. Data were collected by questionnaires from 250 employees working in different organizations operating in different sectors. Results showed that perceived organizational support items loaded on two factors as "work related support" and "emotional support" and there is a positive relationship between both of the perceived organizational support factors and psychological ownership. Additionally, results showed that distributive, interactional and procedural justice has a moderating role on the relationship between "work related support" and psychological ownership stressing that this relationship is significant only when the organizational justice factors are low in the organization.

PurposeThe purpose of this study is to portray societal/cultural values of Turkish people as perceived by managers and academicians. The study also aims to provide an understanding of the cultural context of the Turkish society in terms of socio‐cultural dimensions such as high and low context, monochronic vs polychronic, self‐determined, and temporal orientation.Design/methodology/approachInstead of using Schwartz's 56‐item questionnaire, the authors used seven cultural and ten individual dimensions as individual items. Cultural values were captured from managers' and academicians' perspectives by changing the frame of reference from self to others. The questionnaire was designed for two different age groups to find the magnitude of change in connection with cultural values.FindingsResults indicate that Turkey can be defined as a conservative country. Hierarchy is ranked as the second most important polar dimension, and the order of cultural values indicates a reverse direction compared to the findings of similar studies with reference to European countries. It also deserves to emphasize the fact that the younger group of respondents is much more conservative and seeks more power over people and resources than the older group of respondents.Originality/valueThis paper, to some extent, may serve as a guide in reflecting today's cultural values in Turkey. It also makes a modest contribution to the relevant literature due to both the portraying cultural values of Turkish people, and the usage of methodological considerations for data collection purposes.

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Purpose: Paternalistic leadership is a prevailing leadership style in environments characterized by high power distance, collectivism, and uncertainty avoidance and is a general aspect of family businesses. With this in mind, the purpose of this study is to investigate paternalistic leadership in Turkish business environment and test the relationship between paternalistic leadership and employee discrimination and nepotism. Design/Methodology/Approach: Data were collected by a questionnaire from 183 employees working in family owned companies located in Turkey. Convenience sampling was used. Findings: Findings indicate that benevolent and moral paternalistic leadership is negatively related to perceived discrimination in human resources practices like recruitment, hiring, promotion, assignments, delegation, evaluation, payment, rewards, training and working conditions. Finding of the study shows that when the leader behaves in an authoritarian way, employees specifically perceive nepotism in the hiring process. Practical Implications: This study sheds light on leadership literature by focusing on a leadership style that is viewed negatively in Western societies, but is found to be a sociocultural characteristic of India, Pakistan, China and Turkey. It provides an important insight about Turkish culture and a prevailing leadership style which is paternalistic leadership. Originality/Value: The study is a unique one that combines paternalistic leadership, discrimination and nepotism in a research model.