Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies

Leading Teachers’ Emotions Like Parents: Relationships Between Paternalistic Leadership, Emotional Labor and Teacher Commitment in China

“…First, the emotional interactions between leaders and followers have been underexplored, especially how leadership styles influenced followers' emotions (Hülsheger and Schewe, 2011;Berkovich and Eyal, 2015). Second, the current school leadership field was still dominated by leadership theories originating from Anglo-American contexts, and it is necessary to explore more culturally specific leadership styles and mechanisms in various contexts (Hallinger, 2011;Chen et al, 2014;Walker and Qian, 2018;Hiller et al, 2019). This study examined the emotional interactions between school leaders and teachers in a Chinese context, with a particular interest in a culturally specific leadership style, PL.…”

“…As Aycan (2006) argued, paternalism is most likely to occur in cultures characterized by collectivism (vs. individualism), high power distance (vs. low), and high affectivity (vs. emotional neutrality). Even though the concept of PL was originally described in Chinese firms, scholars have noted or examined its existence not only in East Asia but also in Latin America and the Middle East, for example, Mexico and Turkey (Pellegrini and Scandura, 2008;Hiller et al, 2019).…”

Authoritarian leadership and task performance: the effects of leader-member exchange and dependence on leader

“…Although previous studies have explored the effect of authoritarian leadership on employee performance from the perspective of self-evaluation or perception, such as organization-based self-esteem or perceived insider status, the underlying mechanism remains unclear (Chan et al 2013;Schaubroeck et al 2017). To fully understand the effect of authoritarian leadership on employee performance, it is critical to investigate alternative influencing mechanisms of authoritarian leadership from other perspectives (Hiller et al 2019). For example, Wu et al (2012) reveal that trust-in-supervisor mediates the relationship between authoritarian leadership and employee performance; Shen et al (2019) show that relational identification also mediates this relationship.…”

Interactive Effects of Paternalistic Leadership and Islamic Work Ethics on Employees’ Psychological Safety: Evidence from Pakistan

“…Paternalistic leadership has been studied so far with different variables like organizational commitment, trust, motivation and group harmony (Saher et al, 2013;Uhl-Bien, Tierney, Graen, and Wakabayashi, 1990), employee Commitment, loyalty (Hayek, Novicevic, Humphreys, 2010), and knowledge sharing (Lee, Jang, & Lee 2018;Chen et al, 2018). Although, previously this leadership style has been explored many times, but still some questions remain unanswered in relationship between paternalistic leadership and different job outcomes (Hafeez & Hayat, 2017;Hiller et al, 2018).…”

“…Although, various researchers have studied the relationship between paternalistic leadership and job related outcomes, yet there is a need of research to be done on paternalistic leadership in relationship to different job outcomes (Hafeez & Hayat, 2017;Hiller et al, 2018;Nie & Lamsa, 2018). It has been argued that research on psychological safety has been neglected and therefore the relationship between paternalistic leadership and psychological safety needs to be explored for better understanding of its benefits for employees as well for organizations (Alzghoul, Elrehail, Emeagwali, & AlShboul, 2018;Zhang, Fang, Wei, & Chen, 2010).…”