Post on 14-Apr-2018
7/30/2019 Paternalistic Leadership Presentation
1/34
7/30/2019 Paternalistic Leadership Presentation
2/34
TOPIC:Paternalistic Leadership: A Review and
Agenda for Future Research
7/30/2019 Paternalistic Leadership Presentation
3/34
AIM
To understand the concept of PaternalisticLeadership, its essentials and various criticisms
involved in it.
7/30/2019 Paternalistic Leadership Presentation
4/34
SEQUENCE
Zeeshan Sohail
Introduction & Brief Review
Maj. Hamood
Is Cultural context a boundary condition
Osman Qadir
Mapping the Domain & Three Dimensions of PaternalisticLeadership
Ejaz Ahmed
The Correlation of theses dimensions
Waqas Asif
Measurement in Paternalistic Leadership Research & MainFindings
Hasan Paracha
Theoretical Issues & Conclusion
7/30/2019 Paternalistic Leadership Presentation
5/34
INTRODUCTION
BY
ZEESHAN SOHAIL
7/30/2019 Paternalistic Leadership Presentation
6/34
INTRODUCTION
What is Paternalistic Leadership?
How its Different from other leaderships?
Some flaws in Paternalistic Leadership to
consider
7/30/2019 Paternalistic Leadership Presentation
7/34
BRIEF REVIEW Research on paternalistic leadership has
increasingly flourished within the past twodecades, but paternalism as a managementconcept dates back to the early works of MaxWeber, who conceptualized paternalism as one
form of legitimated authority. Paternalism indicates that managers take a
personal interest in workers off-the-job lives andattempt to promote workers personal welfare.
Westwood (1997) suggested that paternalisticleadership is effective in the Chinese businesscontext because it meets the twin requirements(compliance and harmony) of successfulleadership.
7/30/2019 Paternalistic Leadership Presentation
8/34
The traditional father-child relationship on which theterm is based was one in which the fatherauthoritatively dictated all the behaviors and significantlife decisions of his children within a moral framework
that credited the father with an unquestionableunderstanding of the needs and best interests of hischildren.
Research suggests that paternalism is an effectiveleadership style in many non-Western cultures.
However, in the Western context, paternalisticleadership has been equated with authoritarianism.
In paternalistic leadership, the main focus is onemployees welfare; a leaders care and protection aregenuine and employees show loyalty out of respect
and appreciation for the leaders benevolence.
7/30/2019 Paternalistic Leadership Presentation
9/34
IS CULTURAL CONTEXT A BOUNDARY
CONDITION
BY
MAJ. HAMOOD
7/30/2019 Paternalistic Leadership Presentation
10/34
IS CULTURAL CONTEXT A BOUNDARY
CONDITION?
United States reported higher paternalisticpractices than employees in Canada, Germany, andIsrael (Aycan et al., 2000). In an earlier study,Mathur, Aycan, and Kanungo (1996) found Indianemployees to be very high on paternalistic values,and they found no significant differences betweenthe public and private sectors.
Studies conducted by Martinez (2003, In a recentcross-cultural study, employees in China, Pakistan,
India, Turkey, and the 2005) further suggest Mexicanemployees to have very high paternalistic values,because paternalism fits the Mexican cultural valuesof respect for hierarchical relations and strong familyand personal relationships (Morris & Pavett,1992).
7/30/2019 Paternalistic Leadership Presentation
11/34
In addition to strong, traditional family norms, thelegal structure also influences paternalisticpractices. In Mexico, a society with no welfare or
employment benefits, if an employee is fired, hisor her salary is the firms responsibility for at least3 months (Martin& Dorfman, 1998).
In a similar cultural setting, in Turkey, when anemployee is fired, a lump-sum severance payment
must be made, calculated as the employeesmonthly salary multiplied by his or her years ofservice.
Furthermore, if a female employee resigns within
1 year of getting married and claims that herhusband does not want her to work, she is alsoentitled to the same severance pay, which clearlyshows the patriarchal nature of the family structureand how family norms affect business
organizations.
7/30/2019 Paternalistic Leadership Presentation
12/34
In these types of societies, the legal structure enforces a
patriarchal employee-employer relationship by requiring that
the responsibility for employees welfare be shared by their
families and by their employers (Martinez & Dorfman, 1998).
Research suggests that Japanese employees also place a
highly positive value on paternalism. Uhl-Bien et al. (1990)
stated that company paternalism is central to the effective
functioning of the Japanese system and that the right type of
worker in Japan would be some- one with strong beliefs incompany paternalism.
Research suggests that Japanese employees also place a
highly positive value on paternalism. Uhl-Bien et al. (1990)
stated that company paternalism is central to the effectivefunctioning of the Japanese system and that the right type of
worker in Japan would be someone with strong beliefs in
company paternalism.
7/30/2019 Paternalistic Leadership Presentation
13/34
In addition to Malaysia, research from Turkey suggeststhat paternalistic leadership may be an effectivemanagement tool in the Middle Eastern businesscontext (Pellegrini & Scandura, 2006).
The traditional Turkish business context reflects highpower distance and collectivistic values (Hofstede,2001; House et al., 2004) which makes paternalistic
leader- ship a viable management strategy. Collectivistsplace a premium on maintaining relation- ships andplace more emphasis on obligation and loyalty (Sullivan,Mitchell, & Uhl-Bien, 2003).
The importance of obligation and loyalty in personalexchange relationships fits well with the dynamics ofpaternalistic relationships. In collectivistic societies,personal relationships are highly valued, andemployees expect frequent contact (Hofstede, 2001).
7/30/2019 Paternalistic Leadership Presentation
14/34
Paternalistic leadership has a positive impact on employeesattitudes in collectivistic cultures (Gelfand et al., 2007) becausethe care, support, and protection provided by paternalisticleaders may address employees need for frequent contact and
close personal relationships. In addition to increasing research evidence from Latin America,
the Middle East, and Pacific Asia regarding the effectiveness ofpaternalistic leadership, recent research from the United Statessuggests that paternalism may work in the North American
business context as well. In a recent empirical study, Pellegrini, Scandura, and
Jayaraman (2007) found paternalistic treatment to significantlyand positively influence employees organizational commitmentin the North American context. Ansari et al. (2004) suggested
that the crux of the issue is not the match between style andgeographic location. Rather, the answer lies in the fit betweenthe style of a leader and that of his or her followers, and it maybe that in the United States, subordinates with certain values,such as a high need for affiliation or high respect for authority,may desire paternalism and be more productive under
paternalistic leadership.
7/30/2019 Paternalistic Leadership Presentation
15/34
MAPPING THE DOMAIN & THREE
DIMENSIONS OF PATERNALISTICLEADERSHIP
BY
OSMAN QADIR
7/30/2019 Paternalistic Leadership Presentation
16/34
MAPPING THE DOMAIN OF PATERNALISTIC
LEADERSHIP
Conflicting perspective on paternalistic
leadership
Conflict dont stem from perceptual differences
amongst western and non western scholars but
due to lack of sufficient construct clarity
Different researchers have focus on different
domain
7/30/2019 Paternalistic Leadership Presentation
17/34
Bien and Maslyn focus on Authoritarianism
Pellegrini and Scandura focused on
Benevolenece
Farh, Cheng in 2000 and Aycan in 2006
studied mainly
All cited Paternalism or Paternalisitic
Leadership as their construct of interest
7/30/2019 Paternalistic Leadership Presentation
18/34
THREE DIMENSIONS OF
PATERNALISTIC LEADERSHIP
Author i tar ianism
refers to leader
behaviors that assert authority and
control and demand unquestioningobedience from subordinates. Under
authoritarian leadership, subordinates
comply and abide by leaders requestswithout dissent.
7/30/2019 Paternalistic Leadership Presentation
19/34
Benevolence
refers to leader
behaviors that demonstrate
individualized, holistic concern forsubordinates personal and family well-
being. In return, subordinates feel
grateful and obliged to repay when thesituation allows.
7/30/2019 Paternalistic Leadership Presentation
20/34
The third dimension,
Moral i ty:depicts leader behaviors thatdemonstrate superior personal virtues (e.g.,does not abuse authority for personal gain, acts
as an exemplar in personal and work conduct),which lead subordinates to respect and identifywith the leader. On the basis of thesedimensions, Farh and Cheng definedpaternalistic leadership as a style that combinesstrong discipline and authority with fatherlybenevolence and moral integrity (2000: 94).
7/30/2019 Paternalistic Leadership Presentation
21/34
THE CORRELATION OF THESE
DIMENSIONS
BY
EJAZ AHMED
7/30/2019 Paternalistic Leadership Presentation
22/34
The Correlation of these
Dimensions: Recent empirical studies conducted in East Asia found
authoritarianism to correlate negatively with the othertwo dimensions, (benevolence and morality) and wasalso negatively associated with subordinate outcomes,such as team members commitment to and
satisfaction with team leaders.
On the basis of two dimensions (i.e., behavior andunderlying intent), Aycan developed a 2 2 matrix
describing four distinct styles of leadership: benevolentpaternalism, exploitative paternalism, authoritarianapproach, and authoritative approach.
The overt leader behavior shared by benevolent andexploitative paternalism is care and nurturance.
7/30/2019 Paternalistic Leadership Presentation
23/34
Disagreements regarding Paternalism:
In authoritarian management, a leader exploitsrewards and punishments to make
subordinates comply.
Subordinates know that the rules are for theirbenefit and respect the leaders decisions and
willingly comply with the rules (Aycan, 2006).
For example, Uhl-Bien and Maslyn suggestedthat the type of obligation created by
paternalism is one of indebtness and
oppression
7/30/2019 Paternalistic Leadership Presentation
24/34
Disagreements regarding
Paternalism:
On the other hand, we suggest that Martinezfocused on benevolent paternalism when shesuggested that paternalistic leaders supportive
actions move the employment relationship intoboundaries that are not typical of mostemployment relationships (i.e., personal loans,high degree of personal interest).
As a result, leaders possess subtle control overemployees responsiveness to flexibility in workschedules, overtime hours, and other
dimensions of the employment relationship.
7/30/2019 Paternalistic Leadership Presentation
25/34
MEASUREMENT IN PATERNALISTICLEADERSHIP RESEARCH & MAIN
FINDINGS
BY
WAQAS ASIF
7/30/2019 Paternalistic Leadership Presentation
26/34
MEASUREMENT IN PATERNALISTIC
LEADERSHIP RESEARCH:
We have specifically been concerned about
measurement quality in paternalistic leadership
research, and in fact, we have become convinced
that the disparity among authors as well as conflictingand un interpretable findings stem from the fact that
substantive paternalistic leadership research began
before measurement quality was adequately
investigated.
7/30/2019 Paternalistic Leadership Presentation
27/34
We suggest that an accepted measure of either
benevolent or exploitative paternalistic leadership
has not yet emerged.
For example, Cheng et al. (2000) conceptualized
paternalistic leadership as a three-dimensionalconstruct involving benevolence (i.e., holistic concern
for subordinates well-being), morality (i.e.,
demonstrating superior personal virtues), and
authoritarianism (i.e., authority and control oversubordinates).
7/30/2019 Paternalistic Leadership Presentation
28/34
MAIN FINDINGS IN PATERNALISTIC
LEADERSHIP RESEARCH:
Much of the early empirical research on paternalisticleadership studied paternalism as a unidimensionalconstruct. These studies found paternalistic leadership
to be positively related to numerous outcomevariables, such as LMX, job satisfaction, obligation,and goal setting (Aycan et al., 1999; Uhl-Bien et al.,1990).
Although management scholars are increasinglyenthusiastic about paternalistic leadership research,researchers have only recently focused attention onthe development (i.e., antecedents) of these
relationships.
7/30/2019 Paternalistic Leadership Presentation
29/34
However, more research is needed to uncover
antecedents separately for leaders and subordinates
to better understand the dynamics of paternalisticrelationships, because different variables may be
differentially important for leaders and followers.
Also, research that examines the longitudinal
development of paternalistic relations over time is
needed to better understand the dynamics of these
developmental relationships.
7/30/2019 Paternalistic Leadership Presentation
30/34
THEORETICAL ISSUES & CONCLUSION
BY
MUHAMMAD HASAN PARACHA
7/30/2019 Paternalistic Leadership Presentation
31/34
THEORETICAL ISSUES
The literature on paternalistic leadershipreveals an emerging and fascinating new area
for research.
Paternalism may change over time.
Research will be needed to measureperceptions of paternalism from both
supervisors and subordinates given this trend in
leadership research (Graen & Uhl-Bien, 1995).
7/30/2019 Paternalistic Leadership Presentation
32/34
CONCLUSION
The literature on paternalistic leadership
reveals an emerging and fascinating new area
for research.
Summarizing the currently available alternative
measures of paternalism, noting that care mustbe taken in the selection of a measure and that
the measure used should be aligned with the
substantive purpose of the research.
7/30/2019 Paternalistic Leadership Presentation
33/34
7/30/2019 Paternalistic Leadership Presentation
34/34