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

被引：203
|
作者：
Chan, Simon C. H. [1 ]
Huang, Xu [1 ]
Snape, Ed [2 ]
Lam, Catherine K. [3 ]
机构：
[1] Hong Kong Polytech Univ, Fac Business, Dept Management & Mkt, Kowloon, Hong Kong, Peoples R China
[2] Hong Kong Baptist Univ, Dept Management, Kowloon Tong, Hong Kong, Peoples R China
[3] City Univ Hong Kong, Dept Management, Kowloon, Hong Kong, Peoples R China
来源：
JOURNAL OF ORGANIZATIONAL BEHAVIOR | 2013年 / 34卷 / 01期
关键词：
authoritarianism; benevolence; organization-based self-esteem; performance; MEMBER EXCHANGE; TRANSFORMATIONAL LEADERSHIP; JOB-PERFORMANCE; CITIZENSHIP BEHAVIOR; TASK-PERFORMANCE; MEDIATING ROLE; WORK; SATISFACTION; DELEGATION; CULTURE;
D O I：
10.1002/job.1797
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
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 supervisorsubordinate 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. Copyright (c) 2012 John Wiley & Sons, Ltd.
引用
收藏
页码：108 / 128
页数：21
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