Paternalistic Leadership Style and Its Implication on Work-place Relationship
CHAPTER ONE
Objectives Of The Study
The general aim of this study is to assess the paternalistic leadership style and its effects on workplace relationships. To achieve this, the study will specifically:
- Ascertain if a paternalistic leadership style promotes effective workplace relationships.
- Determine whether a paternalistic leadership style fosters workplace friendliness between employees and superiors.
- Identify if a paternalistic leadership style promotes moral qualities, selflessness, and self-discipline among leaders in an organization.
CHAPTER TWO
LITERATURE REVIEW
Theoretical Framework
Paternalistic Leadership
Bing (2004) asserted leaders to essentially be a mutated copy of the original authority figure when explaining the phenomenon of leadership. The person who stands out in the community and impacts others is identified as a father figure. Moccoby (2004) drew attention to the strength of paternalistic leadership, claiming the most successful leaders to have similarly demonstrated fathers’ decisive role over the audience to whom they are appealing. In parallel with this, paternalistic leadership has been defined as a leadership style combining strong discipline and authority with paternal philanthropy (Farh & Cheng, 2000, p. 86; Pellegrini & Scandura, 2008; p. 571). Aycan (2006) also conceptualized paternalistic leaders as those who take care of their subordinates’ work and non-work life, who protect their subordinates, and who expect subordinates to obey and show respect to them. A comparative study of 10 countries conducted by Aycan et al. (2000) revealed paternalistic characteristics to be more likely observed in Eastern countries such as Pakistan, China, and Turkey. Paternalism is a common cultural characteristic in Turkish culture, where the levels of affectivity and particularism have promoted the acceptance of paternalism as an appropriate leadership style (Aycan, 2006; Wasti et al., 2007). Thus, paternalistic leadership is most effective in societies characterized by high collectivism and power distance (Aycan, 2008). The authoritarian side of PL corresponds well with the aspects of the high power distance and collectivism in Turkish culture. Cultures with high power distance favor authoritative father-figure managers and can tolerate power inequalities, whereas the collectivist side of the culture supports leaders who give importance to harmony and togetherness (Hofstede, 1980). Hofstede (2001, p. 107) used the term “a good father” for defining leaders with high power distance; this is consistent with conceptualizations of PL. Feminine aspects of the culture emphasize leadership qualities such as nurturing, protective, and indirect communication (Hofstede, 1980, 2001). A culture with high uncertainty avoidance would shape their perception of a useful leader as one who does not take too many risks, obeys the conservative norms, and behaves habitually. PL’s dimensions of benevolence and moral leadership also parallel these aspects. These features of Turkish culture allow this leadership style to be productive. Thus, paternalistic leadership yields positive individual and organizational outcomes. While previous studies have shown paternalistic leadership to pave the way for adverse outcomes such as leader bullying (Soylu, 2011) or higher turnover (Liao, Widowati, Hu, & Tasman, 2017), they have also shown PL to be able to lead to positive employee behaviors such as creativeness (Kurt & Yahyagil, 2015) and organizational citizenship behaviors (Mete & Serin, 2015) as well as positive attitudes such as job satisfaction (Nal & Tarım, 2019) and organizational commitment (Erben & Güneşer, 2008).
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain Paternalistic Leadership Style And Its Implication On Work-Place Relationship. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of Paternalistic Leadership Style And Its Implication On Work-Place Relationship.
Summary
This study was on Paternalistic Leadership Style And Its Implication On Work-Place Relationship. Three objectives were raised which included; Ascertain if a paternalistic leadership style promotes effective workplace relationships, determine whether a paternalistic leadership style fosters workplace friendliness between employees and superiors and identify if a paternalistic leadership style promotes moral qualities, selflessness, and self-discipline among leaders in an organization. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from Dataplus Interactive Ltd in Abuja. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
The results of the study showed that there is a correlation between parental leadership and the Employees’ Voice Behavior at Dataplus Interactive Ltd, which is statistically significant, which contributes to building positive relationships that enhance the commitment and loyalty of employees towards the university. The results of the study showed that there is no correlation between the authoritarian leadership and the voice behavior of the employees to achieve effective organizational results, in addition to that, this result was consistent with the findings of previous relevant studies.
Recommendation
- It is imperative that the administrative leaderships in the colleges in which the research was conducted continue to focus on two dimensions of patriarchal leadership, namely, moral and benevolent leadership in the field of practicing their work and at all administrative levels. The necessity for the leaderships in the researched colleges to focus on developing human and social relations with employees at various administrative levels, which would contribute to increasing job satisfaction and its implications for their performance in general.
- Work to enhance the Employees’ Voice Behavior by leaderships as one of the main tools to reach creativity and organizational innovation.
- Providing a safe environment to encourage employees to raise problems, obstacles, and organizational errors, and to understand them by the administrative leaders, which contributes to the formation of an appropriate atmosphere of constructive joint cooperation to achieve the goals that these colleges aspired to more quickly.
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