Benevolence-dominant, authoritarianism-dominant, and classical paternalistic leadership: Testing their relationships with subordinate performance

Wang, An Chih; Tsai, Chou-Yu; Dionne, Shelley D.; Yammarino, Francis J.; Spain, Seth M.; Ling, Hsiao Chi; Huang, Ming‐Feng; Chou, Li Fang; Cheng, Bor‐Shiuan

doi:10.1016/j.leaqua.2018.06.002

Cited by 64 publications

(71 citation statements)

References 40 publications

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“…However, what are the effects when one leader simultaneously exerts both authoritarian leadership and benevolent leadership? Considering the early observation of the paternalistic leadership phenomenon, the combined use of supervisor authoritarianism and benevolence could be assumed to lead to favorable graduate students’ performances (Wang et al, 2018). Based on Smith and Lewis’s (2011) paradoxical theory that switches thinking from “either/or” to “both/and,” which adopts a paradoxical lens to understand and integrate the seemingly incompatible components as a whole, we argue that the combined effects of authoritarian and benevolent leadership on graduate student creativity should be further thoroughly investigated in the context of higher education in China.…”

Section: Figurementioning

confidence: 99%

“…When authoritarian and benevolent leadership are in congruence, we argue that there are two types of combined situations: high authoritarianism and high benevolence and low authoritarianism and low benevolence. The high authoritarianism–high benevolence combination has the salient features of supervisor benevolence and authoritarianism (Wang et al, 2018). On the one hand, supervisors demand that graduate students follow their instructions and complete academic assignments before a certain deadline (Cheng et al, 2004).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

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Authoritarian–benevolent Leadership and its Effect on Graduate Student Creativity: The Mediating Role of Intrinsic Motivation

Xia¹,

Yang²,

Xu³

2019

Journal of Creative Behavior

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Despite numerous studies demonstrating that authoritarian leadership and benevolent leadership exert incompatible influence on an individual’s creativity, the combined effects of authoritarian leadership and benevolent leadership on an individual’s creativity and the related mechanisms have yet to be explained. This study tests a model that considers the combined effects of authoritarian and benevolent leadership on graduate student creativity in the universities in China, while also examining the mediating role of the intrinsic motivation of graduate students. Multisource data were collected from 297 graduate students in 60 university scientific research teams in China. The results show that when authoritarian leadership and benevolent leadership are in congruence, the intrinsic motivation of graduate students and their creativity increase as supervisor authoritarianism and benevolence increases. When authoritarian leadership and benevolent leadership are in discrepancy, the intrinsic motivation of graduate students is higher when low supervisor authoritarianism is combined with high benevolence; however, the findings also show that low authoritarian leadership combined with high benevolent leadership would not increase graduate student creativity. The relationship between authoritarian–benevolent leadership and graduate student creativity is partially mediated by intrinsic motivation. The theoretical and practical implications of the results are discussed.

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Section: Figurementioning

confidence: 99%

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Authoritarian–benevolent Leadership and its Effect on Graduate Student Creativity: The Mediating Role of Intrinsic Motivation

Xia¹,

Yang²,

Xu³

2019

Journal of Creative Behavior

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“…Third, in this research, we theoretically explain the impact of the identity mechanism of benevolent leadership on follower UPB; subsequent studies might investigate the specific underlying psychological mechanisms and other boundary conditions. Fourth, scholars overlook benevolent leadership's prevalence in the Chinese culture ; however, recent research has challenged this stereotype and assumed that benevolent leadership is not unique to the Chinese culture (A. C. Wang et al, 2018). The effects observed may be examined in non-Chinese contexts where paternalism is valued as well, such as in South American and Eastern European countries (Aycan et al, 2000).…”

Section: Limitations and Future Directionsmentioning

confidence: 99%

Does Benevolent Leadership Promote Follower Unethical Pro-Organizational Behavior? A Social Identity Perspective

Shaw

Liao

2020

Journal of Leadership & Organizational Studies

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This study uses the social identity perspective to explore the influence of benevolent leadership on followers’ unethical pro-organizational behavior (UPB). We also investigate the mediating role of supervisor identification and the moderating role of moral identity in the relationship between benevolent leadership and the followers’ UPB. We used a questionnaire survey to collect followers’ data in China at two points in time, resulting in 257 usable followers’ responses to test our hypotheses. The results show that benevolent leadership can predict follower UPB through supervisor identification. Moreover, moral identity moderates the relationship between benevolent leadership and follower UPB, as well as that between supervisor identification and follower UPB. Finally, moderated-mediation analysis revealed moral identity moderated the benevolent leadership indirect effect on the follower UPB via supervisor identification. Managers can use the insights in this study to monitor the influence of benevolence on UPB.

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“…Chen et al (2018) indicated that paternalistic leadership was still an important and exciting topic of research, and a lot more was to be researched in order to develop the knowledge about the core spirit of this leadership style. Similarly, Wang et al (2018) point out that paternalistic leadership is capturing increasing research attention. The research also highlights that there is a need to do more research on relationship between paternalistic leadership and other variables to identify its benefits for the employee as well for organizations (Alzghoul et al, 2018).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Interactive Effects of Paternalistic Leadership and Islamic Work Ethics on Employees’ Psychological Safety: Evidence from Pakistan

Khan

Gul

2020

J. Islam. bus. manag.

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The current study is a contribution in a research area of paternalistic leadership. It examines the relationship between paternalistic leadership and employees' psychological safety with the moderating role of Islamic work ethics. A sample of 359 employees was selected to collect the data from the banking sector of Pakistan by using convenient sampling technique. Time lag design was used to get the data to reduce the common method bias. The results of the study confirmed the positive main effects of paternalistic leadership style and Islamic work ethics on employee psychological safety. However, no support was found for the interactive effects of Islamic work ethics in relationship between paternalistic leadership and psychological safety. Study limitations have also been discussed along with future research directions. In addition, this study includes some useful theoretical as well as practical implications.

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Benevolence-dominant, authoritarianism-dominant, and classical paternalistic leadership: Testing their relationships with subordinate performance

Cited by 64 publications

References 40 publications

Authoritarian–benevolent Leadership and its Effect on Graduate Student Creativity: The Mediating Role of Intrinsic Motivation

Authoritarian–benevolent Leadership and its Effect on Graduate Student Creativity: The Mediating Role of Intrinsic Motivation

Does Benevolent Leadership Promote Follower Unethical Pro-Organizational Behavior? A Social Identity Perspective

Interactive Effects of Paternalistic Leadership and Islamic Work Ethics on Employees’ Psychological Safety: Evidence from Pakistan

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