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
N1 - Funding Information:
We would like to thank Zhijun Chen and Jiing-Lih Farh for their helpful comments on previous versions of this paper. We are indebted to Yu-Hua Liu and Yi-Chieh Lin who offered valuable assistance during the process of data collection. An earlier version of the paper was accepted for presentation at the 2016 Annual Meeting of the Academy of Management, Anaheim. This research project was partly supported by a Ministry of Science and Technology (Taiwan) fund awarded to the first author ( 102-2410-H-033-001-MY2 ).
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.
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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 -