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 journalJournal articlepeer-review

    196 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

    Fingerprint

    Dive into the research topics of 'The Janus face of paternalistic leaders: Authoritarianism, benevolence, subordinates' organization-based self-esteem, and performance'. Together they form a unique fingerprint.

    Cite this