Convergence and divergence of paternalistic leadership: A cross-cultural investigation of prototypes

Aycan, Zeynep; Schyns, Birgit; Sun, Jian‐Min; Felfe, Jörg; Saher, Noreen

doi:10.1057/jibs.2013.48

Cited by 116 publications

(123 citation statements)

References 22 publications

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“…Because of such individualized care, benevolent leadership has been theorized as a core component of a fatherly or “paternalistic” leadership style (Pellegrini & Scandura, ). It has recently attracted increased scholarly attention due to its prevalence in collectivistic cultures such as in Asia, the Middle East, and Eastern Europe (Aycan, ; Aycan, Schyns, Sun, Felfe, & Saher, ).…”

Section: Introductionmentioning

confidence: 99%

The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment

Rubenstein

Lin

et al. 2018

Personnel Psychology

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Leaders are encouraged to show benevolence to followers in paternalistic cultures. Yet, there remains debate about whether the influence of increasingly benevolent leadership on follower outcomes is linearly favorable. Grounded in the too‐much‐of‐a‐good‐thing effect and resource allocation theory, we developed and tested a model considering a potential curvilinear relationship between benevolent leadership and team performance while also examining the mediating role of team action processes. We further reasoned that this curvilinear indirect effect would be moderated by team commitment, which could neutralize the diminishing performance returns resulting from excessive benevolent leadership. To test these ideas, we carried out two studies. In the first study, multisource and time‐lagged data collected from 381 employees working in 104 research and development teams showed that benevolent leadership exhibited an inverted U‐shaped relationship with team performance, but this curvilinear relationship disappeared in teams with high team commitment. In the second study, we replicated and extended our results using a sample of 417 employees from 101 hotel management teams of a large hotel chain. Specifically, we found an inverted U‐shaped relationship between benevolent leadership and team action processes, which mediated the inverted U‐shaped relationship between benevolent leadership and team performance. Moreover, this indirect curvilinear effect only held in teams with low team commitment. We discuss the implications of our findings for both theory and practice.

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Section: Introductionmentioning

confidence: 99%

The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment

Rubenstein

Lin

et al. 2018

Personnel Psychology

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“…In particular, there is a need to investigate the effects of leadership on innovation in countries characterized by collectivism and high power distance, such as Turkey, where the expectations and values of followers are different than those in an individualistic Western context, where most research has been conducted. Indeed, one of the most prevalent and effective leadership styles in cultures of Asia, the Middle East and Latin America is paternalistic leadership (Aycan, Schyns, Sun, Felfe, & Saher, 2013;Pellegrini & Scandura, 2008). Paternalism, consisting of authoritarianism, benevolence, and morality (Farh & Cheng, 2000), suggests that people in authority provide protection to those under their care in exchange for loyalty and deference (Aycan, 2001(Aycan, , 2006.…”

mentioning

confidence: 99%

A Multilevel Examination of Benevolent Leadership and Innovative Behavior in R&D Contexts: A Social Identity Approach

Gumusluoğlu

Karakitapoğlu‐Aygün

Scandura

2017

Journal of Leadership & Organizational Studies

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Studies of innovation have emphasized the importance of leadership for individual or team innovative behaviors, but have largely ignored cross-team innovative behaviors. Enhancing innovative behaviors across teams is particularly vital for organizations relying on large-scale, complex, and multiteam projects to compete in a dynamic environment. We extend the innovation literature by introducing benevolent leadership as an antecedent to innovative behavior within and across teams. We examine identification to the team and department as mediators based on social identity theory in a sample of 397 R&D employees (consisting of 68 teams). First, individuals reported that benevolent R&D leaders facilitate innovative behavior within their teams when employees are highly identified with these teams. Second, on average, teams reported that benevolent R&D leaders enhance their teams' innovative behavior across the boundaries when these teams are highly identified with the R&D department. Finally, in contrast to social identity theory's expectations, individuals reported that benevolent R&D leaders facilitate their innovative behaviors with other teams when employees are highly identified with their teams. The theoretical and practical implications of our findings along with suggestions for future research are discussed.

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“…In contrast, in the United States we found that benevolent leaders create an ethical climate through enhancing interactional justice perceptions. Previous leadership research has suggested that leaders in such individualistic contexts typically show task-oriented behaviors which encourage employee initiative and ignore the relational and supportive components (Aycan et al, 2013). In such contexts, employees may idealize a leader's kindness and sensitivity to their needs and aspirations, and perceive the work climate to be ethical based on this high-quality interpersonal treatment.…”

Section: Benevolent Leadership and Ethical Climatementioning

confidence: 99%

“…We, therefore, posit that how these leaders influence perceptions of justice and ethical climate will vary depending on the national cultural context. Paternalistic leaders who behave like merciful and controlling parents are more effective in collectivistic and high power distant Eastern-Asian countries (Aycan, 2006;Aycan, Schyns, Sun, Felfe, & Saher, 2013;Chan, Huang, Snape, & Lam, 2013;Cheng, Chou, Wu, Huang, & Farh, 2004). However, during the era of industrial paternalism, exemplary leaders in the United States also displayed a softer, less coercive form of paternalism, libertarian paternalism (Humphreys, Randolph-Seng, Pane Haden, & Novicevic, 2015;Thaler & Sunstein, 2003).…”

Section: Introductionmentioning

confidence: 99%

Angels and devils?: How do benevolent and authoritarian leaders differ in shaping ethical climate via justice perceptions across cultures?

Gumusluoğlu

Karakitapoğlu‐Aygün

2019

Business Ethics: A Eur Rev

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The current study examines the effects of two major dimensions of Paternalistic Leadership (PL), authoritarian and benevolent leadership, on the perceived workplace ethical climate in different cultural contexts. Based on social influence and organizational justice theories, we illuminate the processes underlying the effects of these leadership styles on ethical climate by proposing perceived procedural and interactional justice as potential mediators. We also test how these mediating effects vary in three different countries: Taiwan, Turkey, and the United States. Based on a sample of 674 Taiwanese, 409 Turkish, and 479 American employees, we identified several interesting mediation and moderation results on leadership‐justice‐ethical climate paths. To our surprise, while procedural justice was an important mechanism linking benevolent leadership and ethical climate in all three countries, it mediated the relationship between authoritarian leadership and ethical climate only in Turkey. However, interactional justice was found to be a significant mediating mechanism only in the United States and for both authoritarian and benevolent leadership. In addition, cultural context moderated the PL‐justice link such that the strongest positive benevolent leadership and interactional justice relationship, as well as the strongest negative association between authoritarian leadership and both types of justice, were observed in Turkey.

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Convergence and divergence of paternalistic leadership: A cross-cultural investigation of prototypes

Cited by 116 publications

References 22 publications

The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment

The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment

A Multilevel Examination of Benevolent Leadership and Innovative Behavior in R&D Contexts: A Social Identity Approach

Angels and devils?: How do benevolent and authoritarian leaders differ in shaping ethical climate via justice perceptions across cultures?

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