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Paternalistic leadership (PL) is a multidimensional construct of three elements that together form a profile model consisting of authoritarianism, benevolence, and morality. Latent profile analysis (LPA) was employed to analyze subordinate response profiles of 1,146 platoon leaders who rated their company commanders in the Taiwanese military. Results indicated the prevalence of three leadership profiles: most common was a moralauthoritarian leadership profile (60.1%), followed by a moral-benevolent leadership profile (29.1%). Least prevalent was an authoritarian leadership profile (10.8%) low on both morality and benevolence. The probability of subordinate responses fitting in the moral-benevolent leadership profile was associated with greater supervisor identification, more occupational commitment, better task performance, and lower intention to leave; probability of subordinate responses fitting the authoritarian profile was associated with greater intention to leave. There was considerable variability in leadership profile perceptions for the same company commander rated by different subordinates.

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PurposeWhile current management theory is largely based on economic assumptions, there is evidence to suggest capitalism is at a crossroads. Humanistic management is accordingly proposed as an alternative new paradigm. The present study follows this approach in considering Confucianism as a humanistic practice. The purpose of this study is to explore humanistic leadership displayed by a Confucian leader and how he/she presents humanistic concern in corporate management to pursue the common good.Design/methodology/approachThis study adopted a structured–pragmatic–situational approach to conduct a case study and collected data from three sources: semi-structured interviews, consultant observations and archival data.FindingsThe findings reveal that a Confucian leader takes all stakeholders' interests into account while engaging in corporate management and displays humanistic behaviors toward the stakeholders that are in line with five Confucian virtues. The leader cultivates the employees as Confucian humanistic agents. These employees accordingly act as bridges to transmit the humanistic spirit to their customers and other industries in the same market. To initiate an industry change to achieve collective welfare, a Confucian leader must first influence his/her primary stakeholders. The primary stakeholders next collectively influence the secondary stakeholders (i.e. the industry). Consequently, the overall goal of the common good is ultimately sustained.Originality/valueThis study identifies valuable practical implications for humanistic practices in corporate management from a Confucian perspective. In addition, this study takes a significant academic step forward by illuminating the humanistic paradigm.

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