مقاله انگلیسی رایگان در مورد کارآیی جمعی: پیوند رهبری پدرانه با تعهد سازمانی – اسپرینگر 2018

Paternalistic leadership is generally regarded as a typical style of leadership in Asian cultures, being deeply rooted in Chinese Confucianism (Cheng et al. 2004; Pellegrini and Scandura 2008; Zhang et al. 2015). It is considered an efective way of infuencing employee behavior in Asian contexts. Interest in this leadership style has grown among organizational researchers in the last two decades, prompted by Cheng et al. (2000) depiction of paternalistic leadership’s three-dimensional nature: benevolence, authoritarianism, and morality (Chen et al. 2014, 2015; Soylu 2011). A vast majority of the studies on paternalistic leadership have focused on its outcomes (Pellegrini and Scandura 2008). More particularly, one of the important outcomes examined has been organizational commitment (Farh et al. 2006; Pellegrini et al. 2010), which is defned as an individual’s psychological bond with an organization (Choi et al. 2015). Although several studies have shed light on the relationship between paternalistic leadership and organizational commitment, these have still had their limitations. Paternalistic leadership is often studied as a unitary construct, yet its three dimensions might have diferent infuences on behavior. A minority of studies has looked into the efects on organizational commitment of the three dimensions but has found inconsistent results (Farh et al. 2006; Erben and Güneşer 2008; Pellegrini et al. 2010). For example, in compliance Farh et al. (2006) and Erben and Güneşer (2008) found that authoritarianism has no efect on commitment; however, their fndings related to benevolent leadership and moral leadership are inconsistent. Farh et al. (2006) found benevolent leadership negatively related to organizational commitment and moral leadership positively related to organizational commitment, while benevolent leadership was found positively related to commitment in Erben and Güneşer’s (2008) study and with no efect of moral leadership. This suggests that the diferent elements of paternalistic leadership infuence employees in diferent ways, and under diferent conditions it might have opposite efects. Until now the potential mediating mechanisms and moderating mechanisms have remained unclear, leaving an understanding of the efects and its conditions of paternalistic leadership unsolved. Understanding the mechanisms through which the dimensions of paternalistic leadership function together with their boundary conditions potentially enhance and deepen our understanding of paternalistic leadership. Hence, to address this gap, the goal of our study is to develop a more comprehensive model linking three dimensions of paternalistic leadership to organizational commitment by investigating specifc mediating and moderating mechanisms.