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.
|Number of pages||1|
|Publication status||Published - 29 May 2011|
|Event||ICA 2011 - 61st Annual International Communication Association Conference: Communication @ the Center - Boston, United States|
Duration: 26 May 2011 → 30 May 2011
|Conference||ICA 2011 - 61st Annual International Communication Association Conference|
|Period||26/05/11 → 30/05/11|