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AIMS: To explore the association between nurse managers' paternalistic leadership and nurses' perceived workplace bullying (WPB), as well as to examine the mediating role of organizational climate in this association. BACKGROUND: There is a lack of empirical evidence regarding the relationship between nurse managers' paternalistic leadership, organizational climate and nurses' perceived WPB. Clarifying this relationship is crucial to understand how paternalistic leadership influences WPB and for nursing managers to seek organizational-level solutions to prevent it. METHODS: A cross-sectional survey was performed from 4 January to 10 February 2022, in six tertiary hospitals in mainland China. Demographic information, Paternalistic Leadership Scale, Organizational Climate Scale and Negative Acts Questionnaire-Revised were used in the survey. Descriptive statistics, Spearman correlation analyses and a structural equation model were used for data analysis. RESULTS: A total of 5093 valid questionnaires were collected. Moral leadership and authoritarian leadership have both direct and indirect effects on WPB through the mediating effect of organizational climate. The former is negatively related to WPB and the latter is positively related to WPB. Benevolent leadership was only negatively associated with WPB via the mediating effect of organizational climate. CONCLUSION: The three components of paternalistic leadership have different effects on WPB through the mediating effect of organizational climate. Nurse managers are recommended to strengthen moral leadership, balance benevolent leadership, reduce authoritarian leadership and strive to create a positive organizational climate in their efforts to mitigate WPB among nurses. IMPACT: This study enhanced our comprehension of the relationship between different leadership styles and WPB. Greater emphasis should be placed on moral leadership in the promotion of nursing managers and nursing leadership training programs. Additionally, nursing managers should focus on establishing a positive organizational climate that helps to reduce WPB. PATIENT OR PUBLIC CONTRIBUTION: No patient or public contribution. This study did not involve patients, service users, caregivers or members of the public.

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Paternalistic Leadership (PL) style is suggested to be an emic manifestation of Transformational Leadership (TL) in cultural contexts characterized by high power distance and collectivism. The present study investigated the effects of TL and PL behaviors on employees' multidimensional work motivation and organizational commitment and the mediating effects of satisfaction of psychological needs (needs for autonomy, competence, and relatedness) in these relationships. Data were collected from 423 white-collar employees and analyzed by Structural Equation Modeling. The findings revealed that TL was significantly related to employees' autonomous and controlled work motivations as well as amotivation via its association with the satisfaction of employees' needs for autonomy, competence, and relatedness. PL was associated with employees' autonomous work motivations and amotivation via satisfaction of employees' need for relatedness. Autonomous motivations were positively associated with affective commitment; whereas controlled motivations were positively related to normative commitment. Amotivation was negatively associated with all types of commitment. The findings are discussed in terms of theoretical and practical implications as well as suggestions for future research.

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Job performance can be negatively affected by work procrastination, and few studies have been conducted on how work tasks affect procrastination. Based on the Temporal Motivation Theory, this study uses an empirical method to explore the relationship between employees' perceived illegitimate tasks and work procrastination by analyzing the mediating role of negative emotions and the moderating role of paternalistic leadership (authoritative, benevolent, and virtuous leadership). These findings indicate that perceived illegitimate tasks are positively related to work procrastination. Negative emotions mediated the relationship between perceived illegitimate tasks and procrastination. Benevolent leadership negatively moderates the relationship between perceived illegitimate tasks and work procrastination, whereas authoritative and virtuous leadership positively moderate it. The findings of this study enrich research on the mechanisms of action between illegitimate tasks and work procrastination and provide a guide for managers to reduce work procrastination.

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The study combines an emic and etic perspective to test the relationships between three different (Western and non-Western) leadership styles, that is, transformational, authoritarian, and benevolent paternalistic, and follower emotional exhaustion in a high-power distance context of Russia. It employs hierarchical linear modeling (HLM) to analyse a sample of 403 followers to middle-level managers in Russian organizations. The analysis finds only transformational leadership to be generally negatively associated with emotional exhaustion. However, under conditions of high individual-level power distance orientation among followers, this association diminishes whereas that of authoritarian leadership and exhaustion increases. Benevolent paternalistic leadership is unrelated to emotional exhaustion. The study extends research on the relative importance of Western and non-Western leadership behaviors for employee wellbeing in high-power distance contexts and on how this importance differs across followers, thus highlighting the role of follower expectations in determining the effectiveness of leadership. It points toward the need for future research to simultaneously test the contingencies and relative importance of paternalistic, authoritarian, transformational, as well as other leadership styles in various cultures as well as to continue exploring the moderating influence of various cultural value orientations on these leadership styles' follower effects.

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This study extended the research on the relationship between youth elite athletes' satisfaction and coaches' paternalistic leadership by identifying athletes' resilience as a moderator. A total of 221 youth elite football (i.e., soccer) players aged 13-19 years old who are students of a Chinese professional football boarding school participated in a questionnaire survey. The study found no correlation between the three dimensions of coaches' paternalistic leadership (authoritative leadership, benevolent leadership, and moral leadership) and the youth athletes' satisfaction. The results also showed that the interaction of resilience and moral leadership affects the youth elite athletes' satisfaction, whereas resilience does not play a moderating role in the relationship between authoritative leadership or benevolent leadership and satisfaction. As the results of the study are different from those of other scholars, they may reveal the uniqueness of youth elite football players in boarding schools. This study further analyzed the possible reasons for this result and prospected (or indicated) the theoretical and practical implications of these findings. Based on the conclusion, the study recommended that youth elite football schools should pay attention to the results of scientific research in leadership styles and apply them to practice in the future.

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Universities across China have set up crisis management teams (CMTS) to deal with the crisis brought on by the COVID-19 pandemic. This study focuses on how the paternalistic leadership practices of a Chinese university CMT influence crisis strategic decisions by managing conflict. These relationships were verified using hierarchical regression analysis on 312 samples from the surveyed university during the pandemic and found the following: benevolent leadership and moral leadership have positive effects on decision quality. However, unlike most studies on paternalistic leadership, in crisis situations, the negative effects of authoritarian leadership disappear under the mediating effect of affective conflict. This means that affective conflict within CMT fully mediates the relationship between authoritarian leadership and decision quality, and partially mediates the relationship between moral leadership and decision quality, while cognitive conflict partially mediates the relationship between benevolent leadership and crisis decision quality. It indicates that a CMT must stimulate and maintain a certain level of cognitive conflict while suppressing affective conflict to achieve high-quality crisis decision-making. This state can be achieved by practicing lower levels of authoritarian leadership and maintaining high levels of moral and benevolent leadership practices.

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BACKGROUND: Paternalistic leadership style has progressively intrigued organisational behaviour study in the last two decades. An abundance of research is integrating the existing literature on leadership and positive organizational culture to better understand the processes through which leadership leads to life satisfaction. OBJECTIVE: One such mechanism through which specific leaders influence life satisfaction is work-family conflict (WFC) and family-work conflict (FWC). Paternalistic leadership is a significant antecedent to develop subordinates' life satisfaction because it integrates discipline with fatherly support. However, no research exists to date on the effect of paternalistic leaders on subordinate' WFC and FWC, which in turn affects their life satisfaction. METHOD: The current study examines the impact of paternalistic leadership on employee life satisfaction using a sample of 198 nurses from public sector hospitals of Sindh province in Pakistan. The data was collected through survey questionnaires, and Smart-PLS-SEM was used to test the proposed hypotheses. RESULTS: The primary goal of this study was to investigate the relationship between paternalistic leadership and life satisfaction. At the same time, there were significant mediation effects on life satisfaction. CONCLUSION: The findings indicate that paternalistic leadership positively impacted life happiness through decreasing followers' WFC. However, it has a detrimental influence on FWC, which mediates the effect on subordinates' life satisfaction.

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The meta-analysis was conducted to examine the relationships between three dimensions of paternalistic leadership and employee innovation in Chinese enterprises. There exists over a decade of empirical research on the influence of paternalistic leadership on employee innovation in China, but the findings from the various studies are not consistent. Sixty-nine studies from 2009 to 2021 were included in the meta-analysis, and 154 effect sizes were examined. The study found that two dimensions of paternalistic leadership (benevolent leadership r = 0.396 and moral leadership r = 0.329) were positively associated with employee innovation. In contrast, the dimension of authoritarian leadership was negatively associated with innovation (r = -0.151). Moderator analyses found that gender, the education level of employees, time, and the type of evaluation served as meaningful moderators. The moderating effects of outcome measure, the type of data collection method, and the type of publication were not significant. We discuss our limitations, implications for future studies, and practical implications for organizational management.

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The current study strives to examine the determinants of employee innovative work behavior and job performance. Therefore, an integrated research model is developed with the help of paternalistic leadership style and job embeddedness theory to investigate employee behavior toward innovative work behavior. The research model is extended with the moderating effect of environmental dynamism between the relationship of innovative work behavior and employee job performance. Data were collected from 411 employees working in small medium enterprises. For inferential analysis, the structural equation modeling (SEM) technique is used. Results of the structural equation modeling revealed that altogether paternalistic leadership style and factors underpinning job embeddedness theory have explained 52.1% of the variance in employee innovate work behavior. The findings of this research suggest that managers and policy makers should focus on benevolent leadership, moral leadership, and on-the-job embeddedness to boost employee job performance and innovative work behavior.

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Public service motivation contains distinctive cultural characteristics. Different cultural backgrounds shape public service motives with different connotations and levels. However, the traditional cultural values rooted in historical development and socialization process have not received enough attention in the research on public service motivation. In order to investigate the influence of Confucian culture based on Chinese scenes on public service motivation, in the current study we collected 1308 representative questionnaires from 12 cities in central and eastern China, and adopted the dual fixed effect model and moderating effect model to verify six hypotheses. The empirical results showed that Confucian culture has different effects on public service motivation from four dimensions, namely, attraction to politics and policy making (APP), commitment to public interest (CPI), compassion (COM), and self-sacrifice (SS). The paternalistic leadership plays a part in moderating the influence of Confucian culture on public service motivation. This study not only expands the cross-cultural applicability of the theory of public service motivation in non-western countries, but also supplements the evidence of research on public service motivation in East Asian countries. In practice, it is necessary for the organizations to consider the importance of specific cultural values for organizational culture and personal value orientation.

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Despite the challenges facing small economies, leadership research has given scant attention to leaders' behaviour in those countries during crises. Using seemingly paradoxical domains of paternalistic leadership theory: authoritarian, benevolent and moral leader behaviour, together with concepts like populism from the political science domain, we analyse how Sri Lanka's 'strongman' President provided a façade of paternalistic leadership during the first phase of the COVID-19 pandemic. Through analysis of written and verbal content (public speeches, independent reports and government media output), we show how the power exercised through authoritarian, as opposed to authoritative behaviour, together with espoused morality and benevolence, appears to have been effective in the short term in containing the pandemic. However, sustained success in dealing with the crisis is hampered by the contradictions between this paternalistic façade and the dark realities of authoritarian and populist leadership. Accordingly, we offer theoretical insights into how the darker elements of paternalistic leadership can be better understood and averted.

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Innovation is the primary driving force behind the development of China as a modern economic power. This study examines the impact of paternalistic leadership on innovation, proposing a theoretical model using the three dimensions of paternalistic leadership (i.e., benevolence, morality, and authoritarianism) as independent variables, constructive deviance as a mediating variable, and innovation performance as the dependent variable. Empirical results showed that benevolent and moral leadership has a positive impact on innovation performance while authoritarian leadership has a negative impact. Constructive deviance by employees has a positive impact on innovation performance. Benevolent and moral leadership has a positive impact on the constructive deviance of employees, while authoritarian leadership has a negative impact on constructive deviance. In addition, benevolent and moral leadership has a positive impact on innovation performance through the constructive deviance of employees, while the impact of authoritarian leadership is negative. In practice, leaders should recognize that constructive deviance is a double-edged sword and guide employees to engage in reasonable constructive deviant behavior, thereby creating sound organizational environments to foster innovation, eliminate barriers, and benefit from the positive impact of the constructive deviance of employees to enhance innovation performance.

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Subordinates' trust is critical for a supervisor's exercise of leadership to effectively influence subordinates' work outcomes. However, the optimal approach for facilitating trust is still under debate, between instrumentality-based and motivation-based perspectives. On the basis of self-determination theory (SDT), the current study explored the direct effects of paternalistic leadership on trust in supervisors (TS) and the mediating role of the satisfaction of subordinates' basic psychological needs. In a survey of 1,076 teachers in China, we found that paternalistic leadership affected trust directly, and that subordinates' need for competence, autonomy, and relatedness also mediated the leadership-trust relationship to different degrees. The theoretical and practical implications of these findings are discussed.

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Based on the leadership literature, this study investigates how paternalistic leadership (PL) and polychronicity (PC) affect the life satisfaction (LS) of nurses, specifically in public hospitals. Moreover, the mediating role of work-family conflict (WFC) and family-work conflict (FWC) is also assessed the relationships among PL, PC, and LS. The cross-sectional study design is used in this study due to its cost benefits and the convenience of data collection at a single point in time. A survey questionnaire is used to collect data from 226 nurses, and the Partial least squares structural equation modeling (PLS-SEM) technique is used to investigate the proposed model. The findings of this study confirmed that PL and PC have a positive relationship with LS. Furthermore, WFC partially mediated the relationships among PL, PC, and LS. In addition, FWC partially mediated the relationship between PL and LS; the role of FWC in mediating the relationship between PC and LS has been found to be insignificant. Employees with high PC and those whose supervisors show PL behavior become more satisfied with their lives and have relatively low WFC and FWC. In addition, the theoretical and practical implications have also been discussed.

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This research aimed to examine the effects of paternalistic leadership on the safety participation of high-speed railway drivers. Survey data were collected from 601 drivers in major Chinese rail companies. Structural equation modeling was conducted to analyze the influence of paternalistic leadership on safety participation via leader-member exchange (LMX). The results indicated that moral leadership directly promotes safety participation. Besides, benevolent leadership was positively associated with safety participation. Also, LMX partially mediates the positive relationship between benevolent leadership, moral leadership, and safety participation. Therefore, paternalistic leadership promotes the safety participation of high-speed railway drivers.

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Based on social cognitive theory, we studied the relationship between coaches' paternalistic leadership (PL) and youth athletes' organizational citizenship behavior (OCB) and the mediation effect of athletes' trust in coaches, in China. This age-specific research was conducted among more than 2,000 Chinese youth soccer players. Overall, 758 youth soccer players, aged 13-18 years, completed a self-report questionnaire. The results showed that the three dimensions of the coaches' PL have different relationships with OCB, and the differences were due to differences in athletes' ages. Additionally, we verified the mediation role of trust. Our research conclusions are of great significance to the study of Chinese youth soccer as in-depth research can provide a deeper and more precise understanding of the relationship between PL and the OCB of Chinese youth soccer players. This study expands the literature on social cognitive theory and sheds light on the relationship between coach leadership and athlete OCB by providing extensive evidence.

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Background: The study investigates the impact of paternalistic leadership on the performance of nurses. Furthermore, it looks into the role of self-efficacy as a mediator in the relationship between paternalistic leadership and performance. It also looks into the role of power distance as a moderator. Methods: The study used a quantitative survey-based research approach, with questionnaire responses collected over time. Initially, 315 Chinese nurses were surveyed about their views on paternalistic leadership, self-efficacy, and power distance. While their supervisors were called after 6 weeks for a dyadic answer, they were asked to offer their thoughts on their performance. The AMOS 22 software was used for confirmatory factor analysis (CFA), while the SPSS 22 software was employed for descriptive statistics, such as the correlation and regression analysis. Results: The findings demonstrated that paternalistic leadership had a beneficial impact on performance. Furthermore, the role of self-efficacy as a mediator and power distance as a moderating mediator in this relationship has been evidenced. Conclusion: The results suggest that paternalistic leadership has a good impact on nurse performance. Furthermore, self-efficacy as a mediator explains the association between paternalistic leadership and nursing performance adequately. Furthermore, power distance appeared to be a powerful moderator, as the moderated mediation results revealed that in high-power-distant societies, such as China, self-efficacy enhances the link between paternalistic leadership and nursing performance. Limitations and future directions were also discussed.

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Paternalistic leadership (PL) is prevalent in organizations in East Asia, but few studies have examined its potential effects in school contexts. This study explored the relationship between PL, trust in the principal, and teachers' satisfaction and commitment to students, with a focus on the mediating role of trust in the principal in Chinese schools. Using a quantitative method, the study investigated 408 primary schoolteachers in mainland China. The results showed that the three dimensions of PL had different effects on teachers' job satisfaction, trust in the principal, and commitment to students. Moral leadership had positive effects, while authoritarian leadership had negative effects on teachers' job satisfaction and commitment to students. Meanwhile, trust in the principal played a mediating role of authoritarian and moral leadership on teachers' job satisfaction and commitment to students. Finally, implications and suggestions are discussed for leadership practices in Chinese schools and those in similar cultures.

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Emotional labor plays an essential role in school leadership and teaching, as principals and teachers undergo complex interactions with students, colleagues, and parents. Although researchers have realized the influence of leaders' behaviors on followers' emotions in management and educational contexts, the relationship between leadership behaviors, teachers' emotional labor, and related organizational outcomes has been underexplored. As leadership and emotional labor are situated and influenced by cultural contexts, the current study focused on the relationship between teachers' emotional labor strategies, multidimensional teacher commitment, and paternalistic leadership, a unique leadership type rooted in Confucianism. Paternalistic leadership is a style that combines strong authority with fatherly benevolence, which is prevalent in East Asia and the Middle East. A sample of 419 teachers was randomly selected to participate in a survey. The results showed that principals' authoritarian leadership behaviors had negative influences on teachers' commitment to the profession and commitment to the school. Benevolent leadership had positive effects on teachers' commitment to students, commitment to the profession, and commitment to the school. Teachers' deep acting played positive mediating effects, while surface acting was a negative mediator. The results imply that school leaders could properly exert parent-like leadership practices to facilitate teacher commitment through managing teachers' emotions.

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The aim of this study is to investigate the relationship between paternalistic leadership, ethical climate and performance among health staff. The implementation part of the study has been carried out on the health staff working in a public hospital taking place in the city of Kirikkale (Turkey).The data attained from 460 participants have been assessed. As a result of the analyses; relationships between paternalistic leadership and dimensions of ethical climate (egoism, benevolence, principle climate) were positive and significance. In addition to, both the relationship between ethical climate dimensions and performance and between paternalist leadership and performance was significance.

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