Linking paternalistic leadership to work engagement among Chinese expatriates: a job demand-resource perspective

Abstract

PurposeThis study explores how paternalistic leadership (PL) influences Chinese expatriates' work engagement in a cross-cultural context, and examines how expatriates' cross-cultural adaptability sets a boundary condition for this relationship.Design/methodology/approachData were collected from two-wave surveys of 82 supervisors and 318 Chinese expatriate teachers from 57 Confucius Institutes in 18 countries. Structural equation modeling was used to test the hypothesized relationships.FindingsBenevolent and moral leadership as job resources are negatively related to work–family conflict (WFC), whereas the job demand of authoritarian leadership positively relates to WFC. Further, WFC mediates the effect of PL styles on Chinese expatriates' work engagement. Cross-cultural adaptability moderates the negative relationship between WFC and work engagement, and the indirect effect of PL styles on work engagement through WFC.Practical implicationsOrganizations should consider WFC an important intervening mechanism linking PL and Chinese expatriates' work engagement. Cross-cultural organizations can mitigate the negative impact of WFC on work engagement by enhancing expatriates' cross-cultural adaptability.Originality/valueThis study is the first to examine the PL–work engagement relationship via a work–family interface, which contributes to integrating leadership and work–family outcomes. It enriches research on the JD-R model by showing that job resources and job demands affect employee outcomes through the mediation of stressors. Furthermore, this study identifies a new personal resource by examining cross-cultural adaptability's moderating role.