Paternalistic leadership style, employee voice and creativity among entrepreneurs: empirical evidence from SMEs of a developing country

Soomro, Bahadur Ali; Memon, Maqsood; Shah, Naimatullah

doi:10.1108/md-11-2018-1207

Cited by 43 publications

(42 citation statements)

References 95 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Over the decades, leadership behavior (e.g. transformational leadership, paternalistic leadership and authoritarian leadership) has been regarded as a primary antecedent of employee voice (Duan et al , 2017; Soomro et al , 2021; Wu et al , 2020). These leadership behaviors focusing on employees’ work, however, have been greatly challenged in the background of the transformation from traditional office to telecommuting.…”

Section: Discussionmentioning

confidence: 99%

“…Yet, these studies merely focus on employees’ work-centered leadership behaviors, e.g. transformational leadership (Duan et al , 2017), paternalistic leadership (Soomro et al , 2021) and authoritarian leadership (Wu et al , 2020), ignoring leaders’ other supportive behaviors for employees work.…”

Section: Introductionmentioning

confidence: 99%

“…This study has three theoretical contributions. First, unlike extant research focusing on employee work-centered leadership behavior (Duan et al , 2017; Soomro et al , 2021; Wu et al , 2020), this study introduces FSSB into voice research. This not only expands the antecedents of voice research, but also provides novel perspective for voice research.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Family supportive supervisor behavior and promotive voice: When and why are there gender differences in work–family?

Jia

Sun

2021

IJCMA

View full text Add to dashboard Cite

Purpose The purpose of this study is to examine the differential association of family supportive supervisor behavior on promotive voice under different gender. Further, while employees’ self-concept factors have received considerable attention in the research on the triggering mechanism of employee voice, the authors’ knowledge about how and when family factors affect employee voice remains underdeveloped. Design/methodology/approach According to the resource conservation theory and gender role theory, the authors constructed a research model to investigate the influence and boundary of family supportive supervisor behavior on employee promotive voice and tested their research model using a paired data of 332 married employees and their direct supervisors of enterprises in China. Findings The findings suggest that family supportive supervisor behavior has a positive effect on employee promotive voice. Family supportive supervisor behavior can strengthen employee promotive voice by improving work-to-family enrichment and reducing work–family conflict, yet no significant mediation effect was found regarding family-to-work enrichment and conflict. Furthermore, family supportive supervisor behavior is more likely to improve female employee work–family enrichment and assuage male employee work–family conflict and thus enhance employee promotive voice. Originality/value This study sheds light on the different influential paths of family supportive supervisor behavior on promotive voice of employees of different genders and provides references for enterprises to motivate employees’ promotive voice.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Family supportive supervisor behavior and promotive voice: When and why are there gender differences in work–family?

Jia

Sun

2021

IJCMA

View full text Add to dashboard Cite

show abstract

“…It enables workers to create new ideas regarding processes, products, and services in the organization. It also improves organizational performance commitment and detects errors and defects of the organization (Soomro et al, 2021). Furthermore, it leads to better cooperation between managers and staff as well as increases employees' trust in top management (Nazir et al, 2020;Selvaraj and Joseph, 2020).…”

Section: Employee Voicementioning

confidence: 99%

تقییم الملکیة النفسیة لموظفی الفندق: المؤثرات والنتائج

العاطي¹,

دراز²

2021

مجلة کلیة السیاحة والفنادق - جامعة مدینة السادات

View full text Add to dashboard Cite

Employees' psychological ownership (EPO) leads to many positive outcomes for employees and the organization. It plays a crucial role in maintaining employee relations with the organization. It has appeared as a vital indicator of employees' work behaviors (e.g., value co-creation) and attitudes (commitment and satisfaction). Given the importance of EPO in the hotel industry, it is necessary to examine its antecedents and outcomes. This research also investigates the effect of four EPO antecedents (i.e., hotel identification; psychological safety; autonomy; information accessibility) on EPO. Besides, it examines the impact of EPO on three of its outcomes, i.e., employee creativity, employee voice, and knowledge sharing behavior (KSB). To achieve these objectives, data was obtained using questionnaires. A convenience sample of 420 hotel employees from the 14 investigated hotels was chosen. A total of 345 valid questionnaire forms was retrieved, with a response rate of 82.1 percent. To analyze these forms, descriptive analysis, correlation analysis, and multiple regression analysis were used. The main results showed that the four EPO antecedents were found to positively affect EPO. Moreover, the findings indicated that EPO significantly drives the three outcomes of EPO. Thus, the practical implications of the results assist hotel practitioners in enhancing EPO, its antecedents, and outcomes more effectively. For example, it was recommended that hotels should increase EPO and its outcomes by raising EPO antecedents (e.g., hotel identification) through many practices by hotel management, such as increasing the happiness of their workers by helping them cooperate with colleagues in handling work problems.

show abstract

“…Employee engagement has a critical role in organizational readiness to change; this importance has been highlighted by many researchers that this relationship needs to be explored (Makikangas et al, 2019;Mitra et al, 2019;Roczniewska & Higgins, 2019). The creativity embedded in the paternalistic leadership leads to organizational readiness to change and this aspect is currently missing in the literature (Du & Luo, 2020;Karakitapoglu-Aygun et al, 2020;Nazir et al, 2020;Soomro et al, 2020). Using LMX as a theoretical lens, the objective of our research is to address the research gap to inspect the association between paternalistic leadership and organizational readiness to change with the mediation of employee engagement and moderation of IWE (Khan & Gul, 2020).…”

Section: Introductionmentioning

confidence: 99%

Impact of Paternalistic Leadership on Organizational Readiness for Change: Mediating Role of Employee Engagement and Moderating Role of Islamic Work Ethics

Shafi¹,

Raza²,

Bajwa³

et al. 2021

J. Islam. bus. manag.

View full text Add to dashboard Cite

Purpose: This study aims to investigate the impact of paternalistic leadership on organizational readiness for change: mediation of employee engagement and moderation of Islamic work ethics (IWE). Methodology: The sample size for this research is 203. The data were collected from faculty of private and public sector educational institutes that were in process of change. SPSS has been utilized for data analysis. Findings: Using Leader-Member Exchange (LMX) as a theoretical lens, the results indicate paternalistic leadership significantly positively impacts organizational readiness for change; employee engagement acts as a mediating agent between paternalistic leadership and organizational readiness for change; IWE moderates between the relationship of paternalistic leadership and employee engagement. Significance: The mediation of employee engagement and moderation of IWE between paternalistic leadership and organizational readiness for change is still under research so this makes our research a unique contribution. Limitations: This research shall add to the Islamic ethical principles of employees alongside output which will advantage the organization as well as employees. Implications: This research has managerial implications for change agents, organizational development (OD) consultants; policymakers of educational institutions, and professionals regarding change strategies, benefits, and the Islamic business environment.

show abstract

Paternalistic leadership style, employee voice and creativity among entrepreneurs: empirical evidence from SMEs of a developing country

Cited by 43 publications

References 95 publications

Family supportive supervisor behavior and promotive voice: When and why are there gender differences in work–family?

Family supportive supervisor behavior and promotive voice: When and why are there gender differences in work–family?

تقییم الملکیة النفسیة لموظفی الفندق: المؤثرات والنتائج

Impact of Paternalistic Leadership on Organizational Readiness for Change: Mediating Role of Employee Engagement and Moderating Role of Islamic Work Ethics

Contact Info

Product

Resources

About