Paternalism as a Positive Form of Leader – Subordinate Exchange: Evidence from Mexico

Abstract

Americans typically perceive paternalism negatively . . . as making them dependent upon and subservient to the company. (Uhl-Bien, Tierney, Graen, & Wakabayashi, 1990: 420) They have loyalty towards the patrón. . . . They see that he has human qualities. He realizes that in the case of a family emergency, you will drop everything. . . . These things you return in your service, this is how he has gained our loyalty. (Ivette, Clothing Contactor Supervisor in Mexican Border City)The above quotation present two opposing views of paternalism. The first two quotes propose that paternalism, an approach to managing or leading individuals that combines benevolence with control of decision making (e.g.

Benevolent leadership and follower performance: The mediating role of leader–member exchange (LMX)

“…In addition, the reciprocity of the relationship between a benevolent leader and follower takes the form of genuine gratitude, personal loyalty, or compliance with the leader's requests Martinez, 2003). When both benevolent leader and follower respect each party, social harmony exists (Cheng et al, 2002b).…”

Effectiveness of a moral and benevolent leader: Probing the interactions of the dimensions of paternalistic leadership

“…Paternalistic leadership is not only found in the Chinese context but also widely practiced in many non-Western regions, such as the Asia-Pacific, Middle East and Latin America (Uhl-Bien, Tierney, Graen, & Wakayabashi, 1990;Aycan et al, 2000;Martinez, 2003Martinez, , 2005Farh, Cheng, Chou, & Chu, 2006). Although Weber (1947) argued that paternalistic control in organizations would eventually be replaced by rational-legal power structures, as shown in prior research, paternalistic leadership is still effective in many contemporary non-Western organizations (Uhl-Bien et al, 1990;Aycan et al, 2000;Farh & Cheng, 2000;Martinez, 2003Martinez, , 2005Aycan, 2006;Farh et al, 2006;Farh, Liang, Chou, & Cheng, 2008).…”

“…Although Weber (1947) argued that paternalistic control in organizations would eventually be replaced by rational-legal power structures, as shown in prior research, paternalistic leadership is still effective in many contemporary non-Western organizations (Uhl-Bien et al, 1990;Aycan et al, 2000;Farh & Cheng, 2000;Martinez, 2003Martinez, , 2005Aycan, 2006;Farh et al, 2006;Farh, Liang, Chou, & Cheng, 2008). Farh and Cheng (2000) postulate that in Chinese contexts, the three dimensions of paternalistic leadership would interact to affect employee outcomes.…”

‘You care for your work; I'll care for your family’: perceptions of paternalistic managerial actions and employee commitment in Mexico

“…Management has typically relied on technological and bureaucratic strategies to create committed and compliant employees. These strategies were often combined with paternalism, where loyalty was predicated on extensive employer protection (Martínez, 2003;Pellegrini & Scandura, 2008). The 1994 implementation of the North American Free Trade Agreement (NAFTA) meant that companies reorganized production and administrative processes, introduced new technology, and downsized to keep a competitive edge (Bank Muñoz, 2008;Pozas Garza, 2002).…”