Paternalistic leadership as a double-edged sword: Analysis of the Sri Lankan President’s response to the COVID-19 crisis

Gunasekara, Asanka; Dahanayake, P. A. S.; Attanayake, Chulanee; Bertone, Santina

doi:10.1177/17427150221083784

Cited by 6 publications

(5 citation statements)

References 50 publications

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“…H5 is also rejected because a paternal leader is not allowed to influence employee job retention (Gyamerah et al 2022) when he or she is not fulfilling the requirement of a business environment, especially when the employee needs leader attention and support and the leader is not available for them and preferring there business goals and objectives instead of their employees' needs. The results indicated that the V-HRM (Mondejar and Asio 2022) consistency strengthens two relationships-empowerment trait-work engagement and empowerment trait of paternal leaders (Gunasekara et al 2022) and employee job retention (Sheridan 1992), respectively (H7).…”

Section: Discussionmentioning

confidence: 90%

Impact of Paternal Leadership on Employee Retention during COVID-19: Financial Crunch or Financial Gain

et al. 2022

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The leadership style that is most appropriate for the given circumstance will determine whether or not a leader is successful. It means what great leaders should do while working with a diverse workforce. They should be emotionally intelligent in order to understand their team members and modify their leadership style in order to achieve the best out of them. Employee engagement in the workplace is crucial for firms, but different factors can keep employees motivated. Work engagement activities, particularly those supported by the human resource department, have typically been observed as the primary factors that motivate employees. However, the COVID-19 pandemic has brought about a number of adjustments. The primary goal of this study is to examine how virtual human resource practices and paternal leadership affected employee retention in COVID-19, with the function of work engagement activities as a mediator. The data were gathered from 250 Portuguese Professors who were instructing undergraduate students using a survey instrument. Smart-PLS partial least squares structural equation modeling (PLS-SEM) was used to assess the study’s hypotheses. It has been discovered that paternalistic leadership, also known as a resource provider with a benevolent attitude, has a direct impact on job performance and employee intention to leave the job, but during a pandemic, where the role of the government in supporting their nationals was not as significant in Portugal as it could be, people also faced their leaders of organizations as opportunists. Not all, but most paternal organizations took financial decisions to safeguard their business and were not people-oriented. Now the dignity of the paternal leader on the canvas of leadership is fading. This neo-normal approach will contribute to the literature on paternal leadership.

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Section: Discussionmentioning

confidence: 90%

Impact of Paternal Leadership on Employee Retention during COVID-19: Financial Crunch or Financial Gain

et al. 2022

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“…Power exercised through authoritarian behavior, in contrast to authoritative behavior, together with promoted morality and kindness, seems to be effective in the short term in dealing with the pandemic (Gunasekara et al, 2022).…”

Section: Implementation Of Patentarlistic Leadershipmentioning

confidence: 98%

Paternalistic Leadership in Law Firm: Indicators of Success and Implementation

Susanto,

Parmenas,

Febrian

et al. 2023

JLPH

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The research objectives on paternalistic leadership can vary from understanding the concept to practical application in qualitatively different organizational contexts. This study used a qualitative research approach by researchers. Qualitative methods are basically exploratory research techniques used to investigate causes, viewpoints, and opinions to answer research questions. The choice of this qualitative research approach is appropriate. Data collection for this study will be carried out from primary and secondary data sources. Researchers collect primary data to answer research questions through reviews of scientific papers, journals, books, websites, and blogs used in the study. Paternalistic leadership in law offices is that this method has the possibility to improve employee well-being and overall organizational performance. By paying attention to the balance between authority and concern for employees, paternalistic leadership creates a supportive and motivating work environment. Assessment of success such as employee satisfaction, retention, and productivity becomes important in assessing the positive impact of paternalistic leadership. Overall, the study confirms that paternalistic leadership has a significant positive impact in the law office context, and by implementing appropriate strategies, organizations can optimize the benefits of this approach to achieve their goals and improve employee well-being.

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“…Leadership researchers in Asia, using a grounded (emic) approach, have identified a common array of behaviors used by managers that has been called paternalistic leadership [38,39]. Paternalistic leadership is rooted in the traditional Chinese philosophy of Confucianism [40][41][42] and is commonly found in collectivistic and high-power-distance cultures in Asia, like Sri Lanka [43]. Takeuchi, Wang, and Farh [44] argue for the potential for Asian conceptualizations of leadership building on the paternalistic leadership style.…”

Section: Paternal Leadershipmentioning

confidence: 99%

Relationships between Leadership Styles and Prosocial Motivation Depend on Cultural Values: A Case Study in Sri Lanka

Gardner

Wickramasinghe

2023

Merits

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Organizations are increasingly concerned about their social and environmental responsibilities and are interested in developing strategies to improve their performance and accountability in these areas. One such strategy focuses on leadership styles, by which leaders are selected or trained to address the needs of people and entities outside themselves (i.e., stakeholders), and subsequently inspire their followers to do the same. Implicit in this strategy is an assumption that a new type of leadership is required to achieve social and environmental responsibility goals. In this study, we offer a different perspective by proposing that leaders may only need to be encouraged or trained to emphasize some aspects of their existing leadership styles, while minimizing the use of others. We focus our study in Asia, where a paternal leadership style is prevalent, and often expected by followers. This leadership style consists of behaviors that may be organized into three dimensions: authoritarian, benevolent, and moral. We propose that the benevolent and moral dimensions reflect leadership styles that promote followers’ social motivation and examine their interaction with the self-transcendent values of their followers in predicting followers’ prosocial motivation to help others through their work. We found that only the benevolent dimension was significant and appeared to compensate for low self-transcendent values in followers. Implications for using leadership to promote social responsibility are discussed.

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Paternalistic leadership as a double-edged sword: Analysis of the Sri Lankan President’s response to the COVID-19 crisis

Cited by 6 publications

References 50 publications

Impact of Paternal Leadership on Employee Retention during COVID-19: Financial Crunch or Financial Gain

Impact of Paternal Leadership on Employee Retention during COVID-19: Financial Crunch or Financial Gain

Paternalistic Leadership in Law Firm: Indicators of Success and Implementation

Relationships between Leadership Styles and Prosocial Motivation Depend on Cultural Values: A Case Study in Sri Lanka

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