Abstract
Extant empirical research has failed to support the popular belief that paternalistic leadership (PL) style is a basic characteristic in Chinese organizations. In search of empirical evidence that paternalistic leadership (PL) is a practicing style in Chinese culture, surveys were conducted with employees from small Chinese family-owned businesses (CFBs) in mainland China (n = 275) and Hong Kong (n = 251). In the China Sample, PL’s three dimensions (authoritarianism, benevolence, and morality) were internally convergent, managers exhibited reasonably high levels of PL, and PL as a whole predicted positive employee-perceived outcomes. In the Hong Kong sample, however, PL’s three dimensions showed inconsistent correlations, which are similar to the extant empirical findings; PL as a whole subsequently could not be analyzed for that sample. Information gleaned from post hoc interviews helped explain the survey findings.
Original language | English |
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Pages | 7626-7626 |
Number of pages | 1 |
Publication status | Published - 29 May 2011 |
Event | 61st Annual International Communication Association Conference, ICA 2011: Communication @ the Center - Boston, United States Duration: 26 May 2011 → 30 May 2011 https://convention2.allacademic.com/one/ica/ica11/ |
Conference
Conference | 61st Annual International Communication Association Conference, ICA 2011 |
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Country/Territory | United States |
City | Boston |
Period | 26/05/11 → 30/05/11 |
Internet address |