摘要
We propose a new typology of paternalistic leadership styles based on how leaders demonstrate authoritarianism and benevolence, the two essential components of this type of leadership. Benevolence-dominant paternalistic leadership refers to leaders' sole dependence on the use of benevolence without their strong assertion of authority, whereas authoritarianism-dominant paternalistic leadership is based mainly on authoritarianism itself; classical paternalistic leadership, which best fits early observations of paternalistic leaders, refers to the salient combination of both leadership components. We used two distinct samples and methods to test this typology and the association with subordinate performance. Across the two studies, a field investigation with Taiwanese military supervisor-subordinate dyads and a hypothetical scenario experiment with U.S. working adults, we found a positive relationship between classical paternalistic leadership and subordinate performance as strong as that between benevolence-dominant paternalistic leadership and performance. Our findings echo the phenomenon that paternalistic leaders tend to combine benevolence with authoritarianism to affect subordinate performance.
| 原文 | English |
|---|---|
| 頁（從 - 到） | 686-697 |
| 頁數 | 12 |
| 期刊 | Leadership Quarterly |
| 卷 | 29 |
| 發行號 | 6 |
| DOIs | |
| 出版狀態 | Published - 2018 十二月 |
指紋
All Science Journal Classification (ASJC) codes
- Business and International Management
- Applied Psychology
- Sociology and Political Science
- Organizational Behavior and Human Resource Management
引用此文
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Benevolence-dominant, authoritarianism-dominant, and classical paternalistic leadership : Testing their relationships with subordinate performance. / Wang, An Chih; Tsai, Chou Yu; Dionne, Shelley D.; Yammarino, Francis J.; Spain, Seth M.; Ling, Hsiao Chi; Huang, Min Ping; Chou, Li Fang; Cheng, Bor Shiuan.
於: Leadership Quarterly, 卷 29, 編號 6, 12.2018, p. 686-697.研究成果: Article
TY - JOUR
T1 - Benevolence-dominant, authoritarianism-dominant, and classical paternalistic leadership
T2 - Testing their relationships with subordinate performance
AU - Wang, An Chih
AU - Tsai, Chou Yu
AU - Dionne, Shelley D.
AU - Yammarino, Francis J.
AU - Spain, Seth M.
AU - Ling, Hsiao Chi
AU - Huang, Min Ping
AU - Chou, Li Fang
AU - Cheng, Bor Shiuan
PY - 2018/12
Y1 - 2018/12
N2 - We propose a new typology of paternalistic leadership styles based on how leaders demonstrate authoritarianism and benevolence, the two essential components of this type of leadership. Benevolence-dominant paternalistic leadership refers to leaders' sole dependence on the use of benevolence without their strong assertion of authority, whereas authoritarianism-dominant paternalistic leadership is based mainly on authoritarianism itself; classical paternalistic leadership, which best fits early observations of paternalistic leaders, refers to the salient combination of both leadership components. We used two distinct samples and methods to test this typology and the association with subordinate performance. Across the two studies, a field investigation with Taiwanese military supervisor-subordinate dyads and a hypothetical scenario experiment with U.S. working adults, we found a positive relationship between classical paternalistic leadership and subordinate performance as strong as that between benevolence-dominant paternalistic leadership and performance. Our findings echo the phenomenon that paternalistic leaders tend to combine benevolence with authoritarianism to affect subordinate performance.
AB - We propose a new typology of paternalistic leadership styles based on how leaders demonstrate authoritarianism and benevolence, the two essential components of this type of leadership. Benevolence-dominant paternalistic leadership refers to leaders' sole dependence on the use of benevolence without their strong assertion of authority, whereas authoritarianism-dominant paternalistic leadership is based mainly on authoritarianism itself; classical paternalistic leadership, which best fits early observations of paternalistic leaders, refers to the salient combination of both leadership components. We used two distinct samples and methods to test this typology and the association with subordinate performance. Across the two studies, a field investigation with Taiwanese military supervisor-subordinate dyads and a hypothetical scenario experiment with U.S. working adults, we found a positive relationship between classical paternalistic leadership and subordinate performance as strong as that between benevolence-dominant paternalistic leadership and performance. Our findings echo the phenomenon that paternalistic leaders tend to combine benevolence with authoritarianism to affect subordinate performance.
UR - http://www.scopus.com/inward/record.url?scp=85048930472&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85048930472&partnerID=8YFLogxK
U2 - 10.1016/j.leaqua.2018.06.002
DO - 10.1016/j.leaqua.2018.06.002
M3 - Article
AN - SCOPUS:85048930472
VL - 29
SP - 686
EP - 697
JO - Leadership Quarterly
JF - Leadership Quarterly
SN - 1048-9843
IS - 6
ER -