Abstract
The focus of the article is to investigate the impact of paternalistic leadership performance of middle level managerial employees specifically of universities. For this purpose, we conducted cross sectional and correlational study on middle level managers of different universities of Islamabad and Rawalpindi region. The study population is comprised of 269 randomly selected respondents from different universities. Questionnaires include open ended and close ended questions. That was developed based on existing literature regarding employee performance and Job-related Affective Wellbeing. Employees’ performance was measured on task performance and contextual performance. After analysis, results indicate that Paternalistic leadership maintains a significant relationship with employees’ performance and paternalistic leadership is also significantly related with job related affective wellbeing. Furthermore, correlation results show that all the three variables have positive and significant association with each other. It is evident that job related affective wellbeing does moderate the relationship amongst paternalistic leadership and employees’ performance. At the end the study provides specific gaps for future research. Keywords: paternalistic leadership, employees’ performance, JAW, universities
Highlights
Leadership research has become one of the crucial areas of focus in the last few decades in order to understand the origin of different leadership theories prevailing in different cultural context
Paternalistic leadership is significantly related with Job related affective wellbeing
We found through our research that ‘Job related Affective Wellbeing’ does moderate the association among paternalistic leadership and employees’ performance
Summary
Leadership research has become one of the crucial areas of focus in the last few decades in order to understand the origin of different leadership theories prevailing in different cultural context. Organisational commitment can be defined as Affective responses or attitudes that link a worker to his or her employer It consists of three different types of stages: the first is compliance, the second is identification, and the third is internalisation, all these indicates the acceptance of the influence of others by the person in order to obtain from others, something in order to sustain a gratifying and selfdefining association, and the person discovers the organization's values to be fundamentally racial. Job Related Affective Wellbeing (JAW) The rising necessity to measure JAW with short scales has been a crucial trend in recent years in work and organisational research. This appears to have been encouraged in two research environments in particular. H2: Job related affective wellbeing moderate the relationship of paternalistic leadership and employees’ performance
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