The Janus face of paternalistic leaders: Authoritarianism, benevolence, subordinates' organization-based self-esteem, and performance

Simon C.H. Chan*, Xu HUANG, Ed SNAPE, Catherine K. Lam

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

111 Citations (Scopus)

Abstract

We investigated how the two components of paternalistic leadership, namely authoritarianism and benevolence, jointly influenced work performance through their impacts on organization-based self-esteem (OBSE). Using a sample of 686 supervisor-subordinate dyads collected from a manufacturing firm in the People's Republic of China, we found that OBSE mediated the negative relationship between authoritarian leadership on one hand and subordinate task performance and organizational citizenship behavior toward the organization (OCBO) on the other. We also found that the negative effect of authoritarian leadership on subordinate OBSE, task performance, and OCBO was weaker when supervisors exhibited higher levels of leader benevolence. Also, OBSE mediated the joint effect of authoritarian leadership and benevolent leadership on subordinate task performance and OCBO.

Original languageEnglish
Pages (from-to)108-128
Number of pages21
JournalJournal of Organizational Behavior
Volume34
Issue number1
DOIs
Publication statusPublished - Jan 2013

Scopus Subject Areas

  • Applied Psychology
  • Sociology and Political Science
  • Psychology(all)
  • Organizational Behavior and Human Resource Management

User-Defined Keywords

  • Authoritarianism
  • Benevolence
  • Organization-based self-esteem
  • Performance

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