Moderating roles of leadership effectiveness and job stress on relationship between paternalism and leadership-induced stress

Abstract

Leadership has been subjected to so many studies examining the high performing organizations in literature. The aim of this study was to investigate the moderating roles of leadership effectiveness and job stress on relationship between paternalism and leadership-induced stress. Survey method was used to tap responses from 276 employees from corporate organizations. Results, especially on significant interactions, show that only the interaction between paternalism and job stress significantly predicted leadership-induced stress. Leadership-induced stress was lowest for employees who perceived high paternalism and low job stress and was highest for employees who perceived low paternalism and low job stress. However, leadership-induced stress was higher in employees who perceived low paternalism and low job stress than in employees who perceived low paternalism and high job stress. Leadership-induced stress was also higher in employees who perceived high paternalism and high job stress than in employees who perceived high paternalism and low job stress. The results have implications for research and practice.

Paternalistic Leadership and Employee Organizational Attitudes: The Role of Positive/Negative Affectivity

“…Individuals with NA are more likely to have negative attitudes toward their jobs and organization than those with positive ones. Lawal and Babalola (2017) pointed out this issue as leadership-induced stress that is caused by lowquality paternalistic relationship. On the contrary, benevolent relationship includes concern and high-quality exchange relationship.…”