Shades of Paternalistic Leadership across Cultures

Mansur, Juliana Arcoverde; Goldszmidt, Rafael; Araujo, Felipe Fonseca de

doi:10.5465/ambpp.2015.17143abstract

Cited by 8 publications

(32 citation statements)

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“…It is important to note that various influences within the colonisation and post colonisation period have changed the current configurations of African leadership styles. Some key influences shaping leadership in Africa as well as in many traditional societies include religion, commerce, globalisation, western education, social class/status, ethnicity, dictatorship, paternalism etc (Mansur, Sobral, & Goldszmidt, 2017;Lee 2001;Furmańczyk, 2010) As such, this cultural orientation is also a strong determining factor in the formation of perceptions that shape social conduct in organisations in such cultures. Therefore, there is a plausible reason to believe that the dynamics of the leadership practices of a particular workplace will be a function of the OC that persists in such a group or society.…”

Section: Leadership Perceptionsmentioning

confidence: 99%

The influence of organisational culture on leadership style in higher education institutions

Akanji

Mordi

Ituma³

et al. 2019

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Purpose The purpose of this paper is to explore the impact of organisational culture (OC) on leadership styles in Nigerian universities. The study utilises the cultural dimensions theory (Hofstede’s insights) and the social exchange concept as theoretical lenses to examine the phenomena. Design/methodology/approach Using an exploratory qualitative approach, 40 interviews were conducted with senior academics and non-teaching staff working in Nigerian universities. Findings The findings reveal hierarchical, patriarchal, servile, and interdependent values as the underlying characteristics of organisation culture, shaping the choice of leadership styles in the management of Nigerian universities. As a result, it emerged from the study that positional, formalised exchanges, paternalism, relational approach and gendered reactions to leadership were typically adopted in university administration in this context. Research limitations/implications The study relies on a small qualitative sample size, which makes the generalisation of findings difficult. However, the study provides a good understanding of cultural hegemony, framing leadership styles different from those of western cultures. Originality/value The findings of this study help to bridge the research gap concerning the implications of OC, and its influence on leadership behaviours in the Sub-Saharan African context. Research within this subfield in Africa is rare. Specifically, the study also enriches our understanding of cultural dimensions, informing the leadership methods adopted in higher education institutions.

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Section: Leadership Perceptionsmentioning

confidence: 99%

The influence of organisational culture on leadership style in higher education institutions

Akanji

Mordi

Ituma³

et al. 2019

View full text Add to dashboard Cite

show abstract

“…Accordingly, the two major aspects of PL are control (i.e., authoritarianism) and care (i.e., benevolence). While authoritarian leadership (dark side of PL) includes exercising power, and control over subordinates, benevolent dimension (bright side of PL) includes showing individualized and holistic concern for subordinates’ professional and personal welfare (Mansur et al, ). Cheng et al () introduced moral leadership as a third dimension of PL, but it is peculiar to Asian contexts, and its universality and generalizability is unclear (Aycan, ; Hiller et al, ; Pellegrini & Scandura, ).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…Unique cultural characteristics such as values, beliefs, religion, and history call for distinct leadership forms and processes in different nations (Hofstede, ). For instance, PL is recognized as an effective leadership style in cultures high on power distance and collectivism, but criticized in cultures low on these dimensions (Aycan, ; Mansur et al, ). In this study, we examine how dimensions of PL shape the ethical climate of the workplace across three cultural settings: Taiwan, Turkey, and the United States.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…We deliberately chose these three national cultures since Taiwan and Turkey are high on both collectivism (individualism score is 17 for Taiwan and 37 for Turkey) and power distance (58 for Taiwan and 66 for Turkey), whereas the United States is very high on individualism (91), but low on power distance (40) (Hofstede, ). Similarly, in terms of PL dimensions, Mansur et al () categorized Taiwan and Turkey as similar to each other representing high authority and high benevolence, while they considered the United States as low in authority and mediocre in benevolence.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…Similarly, Pellegrini, Scandura, and Jayaraman () showed that paternalism may have some positive effects in the United States. Hence, it is obvious that PL is a leadership style that should be examined with the consideration of cultural context (Mansur, Sobral, & Goldszmidt, ).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

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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Humanistic leadership in the UAE context

Anadol

Behery

2020

CCSM

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PurposeThe main intention of this paper is to understand humanistic leadership through an eminent leader representing the United Arab Emirates (UAE) culture. The authors identified a prominent humanistic leader of a well-known private university in Dubai as an example, analyzing his leadership approach from a humanistic lens and demonstrating humanistic leadership characteristics linked to the cultural roots.Design/methodology/approachThis paper is designed as a single case to examine how humanistic leadership behaviors and practices are applied in an organization and how they are connected to the UAE culture. The leader and his seven followers are interviewed by using semi-structured forms, and inductive conventional content analysis was utilized to identify common themes and concepts related to humanistic leadership traits in the UAE.FindingsThe paper highlights ten themes named humility, respect, care, fairness, transparency, well-being orientation, generosity, family focus and will with humanistic determination. These themes coincide with the various well-accepted humanistic literature theories and are also aligned with salient Islamic values and the existing humanistic leadership theories. A humanistic leadership description is provided to show the implications to the UAE context.Research limitations/implicationsThis study only focuses on a single higher education institution, and further studies need to be conducted to reach a generalization.Practical implicationsThe paper offers an alternative humanistic leadership for government departments, semi private and private companies to create an organizational culture where those values are flourished and creating an awareness in youth leadership programs to include humanistic leadership principles that will eventually increase social welfare.Originality/valueThis study provides an insight into humanistic leadership phenomenon by giving a contextual example from the UAE. As there has been no attempt to link humanistic leadership to the UAE culture, the findings of this paper will contribute to cross-cultural leadership research.

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Shades of Paternalistic Leadership across Cultures

Cited by 8 publications

References 0 publications

The influence of organisational culture on leadership style in higher education institutions

The influence of organisational culture on leadership style in higher education institutions

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

Humanistic leadership in the UAE context

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