Effectiveness of a moral and benevolent leader: Probing the interactions of the dimensions of paternalistic leadership
Resource
Asian Journal of Social Psychology 12 (1): 32-39
Journal
Asian Journal Of Social Psychology
Pages
32-39
Date Issued
2009
Date
2009
Author(s)
Abstract
Paternalistic leadership has three dimensions: authoritarianism, benevolence and morality. Although it is important to understand how these dimensions interact to impact leadership effectiveness, previous studies have failed to identify consistent interaction effects of these dimensions, probably because of the high intercorrelations among the three dimensions. By manipulating the three dimensions independently in an experimental study ( N = 265 Taiwanese employees), we found that: (i) benevolence and morality increased subordinates' deference to supervisor and work motivation, although authoritarianism was unrelated to these outcomes; and (ii) benevolence and morality interacted to affect the same employee outcomes. Specifically, benevolent and moral leaders elicited more favourable employee outcomes than leaders exhibiting other leadership styles.
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