Query: school paternalistic leadership

title: Paternalistic leadership and employee voice in China: A dual process model
abstract: Drawing from social exchange and self concept based leadership theories, we investigate how paternalistic leadership authoritarian, benevolent, and moral affects employee voice from leader member exchange (LMX) and status judgment perspectives in the Chinese context. Data from 402 employees and their supervisors show that LMX and status judgment mechanisms could work simultaneously in transmitting the influences of paternalistic leadership behaviors to employee voice. Authoritarian paternalistic leaders reduce employee voice by reducing their status judgment. Benevolent paternalistic leaders encourage employee voice by enhancing both LMX and status judgment. Moral paternalistic leaders positively influence employee voice mainly through LMX processes. We discuss theoretical and practical implications of the findings.

title: A Meta Analytic Review of Paternalistic Leadership

title: Entrepreneur's paternalistic leadership style and creativity
abstract: Despite the number of studies on employee voice much remains unknown regarding the mediating role of employee voice in the link between entrepreneur's paternalistic leadership style and creativity. Therefore, the purpose of this paper is to examine the influence of authoritarian, benevolent and moral leadership on creativity via employee voice.  The study utilized structured equation modeling to evaluate the data from 387 highly skilled employees in Republic of Korea.  The findings suggested that authoritarian leadership style reduces employee voice which in turn impacts on creativity and moral leadership facilitates creativity via employee voice.  The study is the first to discover the mediating role of employee voice on the association between authoritarian, moral leadership and creativity.

title: The Mediating Effect of Ethical Climate on the Relationship Between Paternalistic Leadership and Team Identification: A Team Level Analysis in the Chinese Context
abstract: The aim of this paper is to explore the role of ethical climate on the relationship between the paternalistic leadership and team identification at the team level. In contrast to the prior studies which tended to focus on ethical climate as a whole dimension, this paper further classified the domain of construct into the categories of egoism, benevolence, and principle using a sample from 143 teams in Mainland China and Taiwan. Hierarchical regression results showed that the average paternalistic leadership had a significant impact on the team identification at the team level. Moreover, the results indicated that the ethical climate of benevolence fully mediated while the ethical climate of egoism partially mediated the relationship between authoritarian leadership and team identification. Also, the ethical climates of benevolence and principle had a partial mediating effect on the relationship between benevolent leadership and team identification as well as moral leadership and team identification, respectively, but the ethical climate of egoism did not play a significant role. The major findings, theoretical contributions, practical implications, and the limitations were discussed.

title: Paternalistic leadership

title: Supervisors' paternalistic leadership influences college English teachers' teaching efficacy in China
abstract: Using social exchange theory and the social constructivist theory of emotion, I examined the relationship between supervisors' paternalistic leadership and college English teachers' teaching efficacy in China, as well as the roles emotional creativity and professional identity played in this relationship. Participants were 674 teachers of English at 30 colleges in China. Results of factor and correlation analyses, structural equation modeling, and regression analysis revealed that supervisors' paternalistic leadership had significantly positive effects on teachers' teaching efficacy, and that teachers' professional identity had a meditating effect in the relationship between paternalistic leadership and teaching efficacy. In addition, teachers' emotional creativity positively moderated the relationship between supervisors' paternalistic leadership and teachers' teaching efficacy, and emotional creativity acted as a mediated moderator of the link between these two variables. My findings contribute to comprehension of the effect mechanism of supervisors' paternalistic leadership on teachers' teaching efficacy.

title: Effect of paternalistic leadership style on subordinate's trust: an Indian study
abstract: The purpose of this paper is to study the effect of paternalistic leadership of the boss on the trust of the subordinate.  The present study adopted survey method to test the hypotheses. Paternalistic leadership style was measured by a 24 item scale developed by Cheng et al. (2004) Trust was measured by a four item scale by Schoorman and Ballinger (2006) Data were collected from a sample of 253 respondents.  The results show that in India, paternalistic leadership style leads to subordinate trust. The result further found that though benevolent and moral leadership leads to trust, authoritarian leadership does not lead to formation of trust.  The study has important implications in areas like managing leader member relations, leadership training and team efficacy.  Leadership researchers in Indian context have largely adopted etic approach which attempts to generalize Western leadership theory to Indian context. However, uncritical adaptation of techniques developed in Western context may not be effective in the Indian cultural environment. The concept of paternalistic leadership was developed in Chinese context, but as India scores high on paternalism, the present study uses the paternalistic leadership style to study its effect on subordinate's trust on leader.

title: Fear and compliance a study of antecedents, mediators and benefits of paternalistic leadership in China
abstract: Paternalistic leadership has been suggested as one prevalent leadership style in China. However, empirical research is limited in investigating the predictive factors as well as its correlations with organisational outcome measures. Drawing upon a total sample of 850 leader subordinate dyads from mainland China, this research attempts to depict a comprehensive picture of paternalistic leadership, by examining its antecedents, outcomes, mediators, and moderators. Included are three independent empirical studies. Study 1 investigates the antecedents of paternalistic leadership. By examining a cross lagged model, it is found that followers' trust in supervisor can impact their ratings of leader paternalistic leadership across time, and such impact is further moderated by individual external locus of control by powerful others. In Study 2, by testing a three way interaction model, it is found that authoritarian leadership has a positive impact on employees' culture specific organisational citizenship behaviour; and benevolent leadership and employee resource dependence jointly play critical roles for authoritarian leadership in generating such positive impact. Finally, in Study 3, by investigating a moderated mediation model, authoritarian leadership has been found to negatively impact on followers' job performance via followers' fear of their supervisors. This mediation effect is also moderated by follower gender, which demonstrates that the mediation effect only takes place in female followers, but not in male followers. Theoretical and practical limitations and directions for follow up research are discussed. Overall, the assessment of both antecedents and outcomes of paternalistic leadership in this thesis is essential for the emerging research on paternalistic leadership.  paternalistic leadership, trust in supervisor, fear, resource dependence, job performance, organisational citizenship behaviour.

title: EFFECTS OF PATERNALISTIC LEADERSHIP ON ORGANIZATIONAL IDENTIFICATION: MEDIATING ROLE OF TRUST IN LEADER
abstract: Leadership as a topic holds an important place in literature in the area of organization and management. Despite the research on managerial approaches and practices based on the cultural characteristics of western societies is abundant, the research reflecting cultural characteristics of eastern societies in the same field is scarce. On the other hand, recent research has frequently demonstrated that the leadership model based on paternalism phenomenon which reflects the dominant cultural characteristics of eastern societies is highly effective in those societies (Pellegrini et al. 2010) As substantial amount of studies show paternalistic leadership phenomenon is also a positive cultural value in our country. It is important to investigate the effects of this phenomenon on different affective and cognitive mechanisms that lead to positive employee behaviours. Regarding this, the purpose of this study is to examine the mediating role of trust in the leader on the effect of paternalistic leadership on organizational identification. The data is collected from 148 employees who work in three different industries in Izmir. The path analysis findings indicated that trust in leader mediates the relationship of benevolent leadership and identification. These findings compatible with hypothetical model.  Paternalism, paternalistic leadership, trust in leader, organizational identification, SEM.

title: On paternalistic leadership fit: exploring cross cultural endorsement, leader follower fit, and the boundary role of organizational culture
abstract: Although cross cultural leadership research has thrived in international business literature, little attention has been devoted to understanding the effectiveness of nonwestern theories beyond their original contexts. The purpose of this study is to examine the cross cultural endorsement of paternalistic leadership, an emerging non western leadership theory, using data from GLOBE project. Using multigroup confirmatory factor analyses we found measurement equivalence of a scale derived from GLOBE's data, which enabled us to compare the endorsement of paternalistic leadership dimensions across 10 cultural clusters and 55 societies. Our study revealed that there are significant differences in the importance societies give to each dimension, suggesting that paternalism as leadership style is not universally nor homogeneously endorsed. Furthermore, results suggest that different patterns of endorsement of each of these dimensions give rise to idiosyncratic shades of paternalistic leadership across societies. Implications for theory and future research on international business are discussed.