The Relationship Between Market Culture, Clan Culture, Benevolent Leadership, Work Engagement, and Job Performance: Leader’s Dark Triad as a Moderator

Abstract

Benevolent leadership is one of the leadership styles which provides a positive influence on employees. However, the current leadership literature has yet to investigate how benevolent leadership leads to job performance, the processes involved, the relationship between organizational culture and benevolent leadership, and the role of dark side of leaders in affecting this relationship. Using the leader-culture fit framework within an Eastern context, the current study first investigates the relationship between benevolent leadership and job performance through work engagement. The study then compares two contrasting organizational culture (i.e., market culture and clan culture) on benevolent leadership. Finally, the study investigates how leaders’ dark triad affects the relationship between organizational culture and benevolent leadership. 374 full-time white-collar employees (Males = 54.01%; Mean age: 32.7 years) from various private organizations within the service industry participated in this study. The results showed that work engagement mediated benevolent leadership and job performance. Market culture showed a negative relationship with benevolent leadership while clan culture showed a positive relationship with benevolent leadership. Benevolent leadership mediated clan culture (but not market culture) and work engagement. Under a high market culture with a high dark triad leader, benevolent leadership is at its lowest level. Under a high clan culture with a low dark triad leader, benevolent leadership is at its highest level. The findings suggest the importance of benevolent leadership within a clan culture (rather than market culture), in aligning with the leader-culture fit framework in increasing employees’ work engagement and job performance.

The Influence of Authoritarian-Benevolent Leadership on Subordinates’ Work Engagement: A Social Information Processing Perspective

“…The results showed that authoritarian leadership damaged employees’ work engagement since it was taken as a hindrance job demand, 16 , 77 and benevolent leadership may either improve work engagement when considered as a job resource, 77 or impair employees’ work engagement since its nature of showing consideration may signal that one could get rid of penalties and reap profits even if they loaf on the job. 78 However, the impact of authoritarian-benevolent leadership style on followers is less clear. 20 This study focused on the unique feature of inconsistency possessed by authoritarian-benevolent leadership style and analyzed this effect based on social information processing theory, which provides a new theoretical basis for future research to explore the impacts of ambidextrous leadership.…”

The Effect of Benevolent Leadership on Job Engagement through Psychological Safety and Workplace Friendship Prevalence in the Tourism and Hospitality Industry

“…Moreover, benevolent leaders recognize the significance of work-life balance and employee well-being, emphasizing the need for a harmonious equilibrium between work and personal life. By prioritizing wellbeing, they alleviate stress, cultivate job satisfaction, and encourage a positive integration of work and personal life, thereby enhancing job engagement [25,51,52]. In conclusion, the connection between benevolent leadership and job engagement is a reciprocal one.…”

Budaya Klan dan Keterlibatan Kerja Karyawan: Peran Mediasi Kepemimpinan yang Baik Hati

“…Plett (2019) lebih lanjut mengatakan bahwa penelitian mengenai hubungan tipe budaya organisasi Cameron & Quinn (2011) dan keterlibatan kerja masih terbatas, sehingga ini merupakan sebuah ruang penelitian yang dapat dilakukan untuk memperkaya pengetahuan mengenai hubungan kedua variabel tersebut. Kehadiran mediator banyak digunakan untuk untuk melihat hubungan tidak langsung antara kedua variabel tersebut dan terbukti bahwa kehadiran mediator dapat memperbesar effect size dari budaya klan terhadap keterlibatan kerja karyawan (Lee & Ding, 2022;Reis dkk., 2016). Maka dari itu, penelitian ini juga akan menggunakan mediator untuk melihat hubungan tidak langsung antara kedua variabel tersebut.…”

“…Budaya klan secara tidak langsung dapat mempengaruhi keterlibatan kerja dan kinerja karyawan (Lee & Ding, 2022). Penelitian sebelumnya telah menemukan bahwa terdapat hubungan yang positif antara budaya klan dengan keterlibatan kerja (Plett, 2019) dan juga adanya hubungan positif antara kepemimpinan dan keterlibatan kerja (Rahmadani & Schaufeli, 2020).…”

“…(3) Paternalistic Leadership Scale (Cheng dkk., 2004) yang terdiri dari 11 aitem digunakan untuk mengukur mediator berupa kepemimpinan yang baik hati. Alat ukur ini bersifat unidimensional (Lee & Ding, 2022). Alat ukur kepemimpinan yang baik hati memiliki nilai α = .929 yang berarti reliabilitasnya sangat baik.…”