Paternalistic Leadership Scale

Cheng, Bor‐Shiuan; Chou, Li-Fang; Farh, Jiing‐Lih

doi:10.1037/t35288-000

Cited by 31 publications

(34 citation statements)

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“…Indeed, leadership (Zhang, Huai, & Xie, 2015) has been identified as one of the key drivers of employee creativity (e.g., Fu, Li, & Si, 2013; Gu, Tang, & Jiang, 2013) and organizational creativity (e.g., Zhang, Tsui, & Wang, 2011). Paternalistic leadership, which includes authoritarianism, benevolence and morality (e.g., Farh & Cheng, 2000; Cheng, Farh, & Chou, 2006), is the most typical leadership style in China and has aroused a great deal of attention in the literature. Previous research demonstrated that paternalistic leadership was associated with organizational identification (Cheng & Wang, 2014), affective trust (Chen, Eberly, Chiang, Farh, & Cheng, 2014), team cohesiveness (Chen, 2013) and follower effectiveness, including organizational commitment (Cheng, Lin, Cheng, Chou, Jen, & Farh, 2010), organizational citizenship behavior (Tang & Naumann, 2015) and employee voice behavior (Zhang, Huai, & Xie, 2015).…”

Section: Introductionmentioning

confidence: 99%

Paternalistic leadership and employee creativity: A mediated moderation model

Wang

Tang

Naumann³

et al. 2017

Journal of Management & Organization

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Our study extends the relationship between paternalistic leadership and employee creativity by identifying employee organizational identification as a mediator and employee perceived job security as a moderator. Results based on the data of 378 employees from a large bank in China indicated that employee perceived job security moderated the relationship between the morality component of paternalistic leadership and employee creativity. In addition, employee organizational identification mediated the relationship between the morality component of paternalistic leadership and employee creativity. We discuss implications for research on paternalistic leadership and employee creativity.

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Section: Introductionmentioning

confidence: 99%

Paternalistic leadership and employee creativity: A mediated moderation model

Wang

Tang

Naumann³

et al. 2017

Journal of Management & Organization

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“…Benevolent Leadership. Benevolent leadership was measured using the 11-item scale developed by Cheng et al (2000). We followed empirical studies that have used this scale to measure benevolent leadership (X. P. Chen et al, 2014; A. C. Wang & Cheng, 2010).…”

Section: Methodsmentioning

confidence: 99%

Does Benevolent Leadership Promote Follower Unethical Pro-Organizational Behavior? A Social Identity Perspective

Shaw

Liao

2020

Journal of Leadership & Organizational Studies

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This study uses the social identity perspective to explore the influence of benevolent leadership on followers’ unethical pro-organizational behavior (UPB). We also investigate the mediating role of supervisor identification and the moderating role of moral identity in the relationship between benevolent leadership and the followers’ UPB. We used a questionnaire survey to collect followers’ data in China at two points in time, resulting in 257 usable followers’ responses to test our hypotheses. The results show that benevolent leadership can predict follower UPB through supervisor identification. Moreover, moral identity moderates the relationship between benevolent leadership and follower UPB, as well as that between supervisor identification and follower UPB. Finally, moderated-mediation analysis revealed moral identity moderated the benevolent leadership indirect effect on the follower UPB via supervisor identification. Managers can use the insights in this study to monitor the influence of benevolence on UPB.

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“…It refers to a leader who possesses parental characteristics, such as patriarchal styles, and includes three crucial dimensions: kindness, virtue, and authoritarian leadership. Cheng, Farh, and Chou (2006) characterized the paternalistic leadership style as controlling by people, father's compassion, dignity, and ethically unselfishness. It was considered a paternalistic leadership style because it incorporated three key elements: benevolence, morale, and authoritarianism.…”

Section: Charismatic Leadership Stylementioning

confidence: 99%

“…It was considered a paternalistic leadership style because it incorporated three key elements: benevolence, morale, and authoritarianism. As a result, the interactions between the leader and its members define the efficiency of leadership (Cheng, Farh & Chou, 2006). Paternalistic leaders act as father figures and care for their subordinates as if they were parents.…”

Section: Charismatic Leadership Stylementioning

confidence: 99%

Leadership styles and employees' performance: A case of family-owned manufacturing company, Cape Coast

Amegayibor

2021

IJFAM

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Purpose: This study aimed to explore the association between leadership styles and employee performance in a family-owned manufacturing business. Research methodology: For data translation and analysis, the study used a quantitative approach and a correlational design, a census technique of sampling 400 employees, an interview schedule, multiple linear regression, and the Statistical Package for Social Sciences (SPSS) 16.0 Versions. Results: Results revealed that autocratic, charismatic, and paternalistic leadership styles influence employees' performance. The result also revealed that autocratic, charismatic, and visionary leadership styles influence error reduction. Again the result shows that paternalistic and visionary leadership styles influence employees' quality of work. Limitations: The study's main weakness is that it only looked at nine specific leadership styles and their effects on employee performance. Contribution: Given this, managers should consider using leadership styles with stronger predictions in a given situation to drive employees' performance, reduce employees' errors in work and enhance employees' quality of work.

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Paternalistic Leadership Scale

Cited by 31 publications

References 0 publications

Paternalistic leadership and employee creativity: A mediated moderation model

Paternalistic leadership and employee creativity: A mediated moderation model

Does Benevolent Leadership Promote Follower Unethical Pro-Organizational Behavior? A Social Identity Perspective

Leadership styles and employees' performance: A case of family-owned manufacturing company, Cape Coast

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