The effect of paternalistic leadership on employee performance in Turkish resort hotels: A moderated mediation model of psychological ownership and affective commitment

Drawing on the findings from a serial moderated mediation model, this study aims to expand prior research by investigating the interaction between paternalist leadership and employee task performance. Study also aims to test the indirect effects of perceived person-organization fit and psychological ownership on the relationship between paternalistic leadership and employee task performance, through serial mediation models. Furthermore, the moderating role of organizational size in direct and all indirect relations between paternalistic leadership and task performance, through five different models is tested. Sample consists of 1,652 employees from various industries in İstanbul, Turkey. Hypothesized relationships were tested through structural equation modelling. The findings demonstrated the significant positive direct relationship between paternalistic leadership and employee task performance. Psychological ownership mediated the relationship of paternalistic leadership and task performance while person-organization fit had no mediating effect. Practical implications and further recommendations are also discussed.

The Impact of Middle and Senior Leadership Styles on Employee Performance -- Evidence From Chinese Enterprises

Drawing on the social exchange theory, we analyzed whether both benevolent and authoritarian dimensions of paternalistic leadership would affect employees’ innovative behavior through their affective organizational commitment using Korean and US samples. Analyses were made to identify any heterogeneous effects of both benevolent and authoritarian paternalistic leadership on affective commitment and innovative behavior. Results showed that the benevolent paternalistic leadership behavior positively affected the affective commitment and innovative behavior of employees both in Korea and the US. Additionally, we confirmed that the authoritarian paternalistic leadership behavior negatively affect the affective commitment. Specifically, the positive effect between benevolent paternalistic leadership and affective commitment was stronger for the higher power distance culture(Korea) than for the lower one(US). However, no significant relationship between the authoritarian paternalistic leadership and affective commitment was found.

Organizational citizenship behavior (OCB) can foster organizational competitiveness and survival especially, facing a rapidly changing environment. There are some empirical pieces of research that shed light on the effects of OCB on extrinsic rewards, since OCB, through performance appraisal, affects extrinsic rewards which will influence OCB as well. However, researchers have overlooked the reverse effect of extrinsic rewards (i.e., positive verbal rewards) on OCB. It is necessary to explore the mechanism between positive verbal rewards and OCB. This study integrated psychological ownership and affective commitment to form a structural model based on social exchange theory and cognitive evaluation theory. These results show that positive verbal rewards are positively correlated with psychological ownership, psychological ownership is positively correlated with affective commitment and OCB, and affective commitment is positively correlated with OCB. As refers to the mediating effects, psychological ownership fully mediates the relationship between positive verbal rewards and affective commitment. Furthermore, affective commitment plays a partial mediating role in the effect of psychological ownership on OCB. Accordingly, this psychological mechanism between positive verbal rewards and OCB reveals important theoretical and practical implications.

In leadership research, Western leaderships are quite dominant while insufficient attention has been paid to Eastern leaderships, including Chinese leadership. Paternalistic leadership, an indigenous Chinese leadership, is prevalent in Chinese society given that it has been bounded by the cultural tradition. Yet, it is necessary to further explore the divergent influencing mechanisms of paternalistic leadership in Mainland China. The primary objective of this research was to replicate and empirically test a model on paternalistic leadership and in-role/extra-role performance by using trust-in-supervisor as the mediating variable. With the data of 239 supervisor–subordinate dyads collected from a textile firm in Mainland China, we conducted statistic analysis of structural equation modelling, multi-level analysis and so on by applying Amos 5.0 and SPSS 12.0. The results showed that trust-in-supervisor completely mediated the relationship between supervisors' authoritarian leadership and subordinate's in-role/extra-role performance, and trust-in-supervisor completely mediated the relationship between supervisors' moral leadership and subordinate's in-role/extra-role performance, whereas trust did not mediate the relationship between supervisors' benevolent leadership and subordinate's in-role/extra-role performance. Overall, by investigating the influencing mechanisms of the three elements of paternalistic leadership in the Chinese context, the current research not only adds a cultural perspective to paternalistic leadership literature but also advances our knowledge of the underlying psychological processes that paternalistic leadership works. The research confirms that paternalistic leadership is applicable in the context of business organizations in Mainland China. Since prior research has provided little theoretical guidance on the effect of paternalistic leadership on performance, this research contributes to the literature by identifying and examining the social exchange and social identity mechanisms of trust-in-supervisor. It highlights the great significance of trust-in-supervisor in explaining paternalistic leader effectiveness and leader–employee relationships in Mainland China. It explains how the three elements of paternalistic leadership have the differential effects upon subordinate's trust-in-supervisor, and it provides some cultural insights on paternalistic leadership. The results of the current research also shed light on how practicing managers may foster appropriate leadership styles in order to facilitate subordinates' in-role/extra-role performance. The results indicate that moral leadership and benevolence leadership are positively related to trust-in-supervisor, while authoritarian leadership is negatively related to trust-in-supervisor. Hence, supervisors who wish to obtain subordinates' trust and trigger their motivation would better abandon authoritarian leadership and adopt moral leadership and benevolent leadership instead. When subordinates have unsatisfactory in-role performance and extra-role performance, supervisors need to look into the details for the solutions, especially, in the areas of ‘trustworthiness’ and ‘paternalistic leadership’. In addition, human-oriented human resource practice is advocated, and leadership programme could be developed accordingly for business organizations in Mainland China. This research also highlights the fact that further research should be conducted in order to advance our knowledge of paternalistic leadership.

Currently, organizations’ interest to have committed employees has increased because there is a significant difference between the performance of committed employees and the rest of the employees. Committed employees perform well in the organization and help the organization to achieve a competitive edge over its competitors. Hence the purpose of this study was to examine the relationship between affective commitment and employee performance. The study hypothesizes that there is no significant relationship between affective commitment and employee performance. The study scope was limited to the six (6) Chartered Public Universities in Western Region, Kenya, that is; Maseno, Masinde Muliro, Jaramogi Oginga Odinga, Kisii, Kibabii and Rongo. The theoretical framework was underpinned on the social exchange theory. Correlational research design was adopted in this study, the target population comprised of 3,574 non - academic staff currently working at the six (6) Chartered Public Universities in Western Region, Kenya. The sample size was 97 respondents determined through Nassiuma’s (2000) formula. Stratified sampling was employed to group the respondents into strata and simple random sampling was applied to select the respondents. The major findings of this study indicated that there exists a significant positive relationship between affective commitment and employee performance (p=0.04<0.05). Thus, the study recommends that university management should endeavor to enhance their staff organizational commitment through promoting their personal and career development and creating positive employee relations through organizational support programs.

Paternalistic leadership, management innovation, psychological ownership and creativity performance are the most important approaches for organisations to gain a competitive advantage. This study aims to examine the impact of paternalistic leadership, management innovation, and psychological ownership on creativity performance. Besides, it aimed to provide recommendations based on results regarding the impact of paternalistic leadership and management innovation on psychological ownership and creativity performance. In this empirical study, the data on perceptions concerning paternalistic leadership, management innovation, psychological ownership, and creativity performance were gathered using a questionnaire completed by 119 school vice-principals and 94 school principals, all employed in schools in Artvin, Turkey. The data were analysed with the SmartPLS software and presented in seven tables. The findings showed that management innovation and psychological ownership have a positive impact on creativity performance. The results also revealed that paternalistic leadership has a significant impact on management innovation and psychological ownership. However, it is determined that paternalistic leadership does not have a significant impact on creativity performance.

The hospitality industry in Bali has great potential in line with the growth of new tourist destinations and changes in global tourism trends. This study aims to examine the theoretical and practical implications related to organizational support and employee performance in 3-star hotels in Badung, Bali. Data collection was conducted by distributing questionnaires to 110 employees of 3-star hotels in Badung Regency, Bali. Data analysis used inferential analysis using SEM PLS. Based on the results of the study, it was found that organizational support had a positive and significant effect on employee job satisfaction and performance. Job stress had a significant negative effect on employee job satisfaction and performance. In addition, job satisfaction was able to partially mediate the relationship between organizational support and job stress on the resulting performance. The theoretical implications of this study contribute to equity theory and social exchange theory, which show that a reciprocal relationship between organizations and employees based on fair support will increase employee motivation and performance. Conversely, high job stress can decrease satisfaction and performance, due to an imbalance in the relationship.

Researchers and practitioners have claimed that leadership, culture, and employee commitment are important elements of an organization's success in the business world. The main objectives of this article are to analyze: 1) the mediating role of "AKHLAK" corporate culture on the effect of inclusive leadership on affective commitment and employee performance; 3) analyze the role of mediating affective commitment to the influence of inclusive leadership and corporate culture "AKHLAK" on employee performance. The research sample was 135 permanent employees at three BUMNs in the Madiun area, East Java, Indonesia. Data analysis used SPSS version 24, Smart PLS, and the online Sobel test. The test results show that: 1) "AKHLAK" corporate culture as a partial mediation of the influence of inclusive leadership on affective commitment; 2) "AKHLAK" corporate culture does not mediate the effect of inclusive leadership on employee performance, because the direct effect of "AKHLAK" corporate culture on employee performance is not significant; 3) affective commitment as a full mediation of the influence of inclusive leadership on employee performance; 4) affective commitment as a full mediation of the influence of corporate culture "AKHLAK" on employee performance.

PurposeDrawing from the deontic justice theory and the social exchange theory, the purpose of this study attempts to identify the relationship between perceived corporate social responsibility (CSR) and employees' affective commitment, mediated through organizational trust. Furthermore, the authors seek to understand how the attitude of employees toward the importance of CSR, moderates the aforementioned relationship.Design/methodology/approachThe respondents for this descriptive study were drawn from a sample of 500 employees working in manufacturing companies in India. Self-reporting questionnaires were administered among the respondents, who were selected through the judgment sampling method. Measurement model analysis was done using IBM AMOS 21.0 and path analytic procedures using PROCESS 3.0 macro was used to test the proposed hypotheses.FindingsResults revealed that there is a significant indirect effect of all three dimensions of CSR on affective commitment, through organizational trust. The conditional indirect effects varied significantly, and it was identified that both employee-CSR and customer-CSR had a significant indirect effect on employee affective commitment. However, social/nonsocial CSR did not have a conditional indirect effect on affective commitment, through attitude toward the importance of CSR and organizational trust.Research limitations/implicationsThe cross-sectional nature of the study does not allow inference of causality and pose limitations for generalization of results. Though the limitation of common method bias is inherent in studies with self-reporting measures, the authors adopted several procedural remedies to minimize its effect. The study results, particularly the role of attitude toward the importance of CSR need to be tested among employees in different industry sectors. Future studies should examine the same theoretical model in different nations, where CSR activities are not mandated by law.Originality/valueThis study is pioneering in conceptualizing and empirically testing a theoretical model that examined the combined influence of perceived CSR, employees' attitude toward the importance of CSR and organizational trust on their affective commitment toward the organization. This study extends the literature by examining the indirect/mechanisms linking CSR and employees' affective commitment. Exploring more on the employee individual differences and its influence on organizational outcomes will definitely improve individual and organizational functioning.

This study examines the effect of paternalistic leadership on organisational ethical climate and the role of organisational justice as a moderating variable. The relationship of paternalistic leadership and ethical climate is explained through social learning theory. The respondents used in this study are employees of public organisations as an alternative to the for-profit organisations that previous empirical studies have tended to use. The testing of this model uses the hierarchical regression analysis. The findings of this study confirm the results of earlier studies that paternalistic leadership has a positive and significant impact on organisational ethical climate, particularly in public organisations. The results also show that organisational justice has a moderating role in strengthening the positive influence of paternalistic leadership on organisational ethical climate. The contribution of this study is that, based on contextual factors, effective paternalistic leadership influences the ethical climate in public organisations. Keywords: organisational ethical climate, organisational justice, paternalistic leadership, public organisations

Recognizing the vital role of employees in achieving optimal performance and sustainable competitive advantage as expected, organizations need to facilitate high support for employees, implement appropriate leadership styles, and increase affective commitment within the organization. Therefore, the objective of this study is to analyze and explore: (1) the effect of perceived organizational support (POS) on employee performance and affective commitment; (2) the effect of transformational leadership on employee performance and affective commitment; and (3) the effect of affective commitment on employee performance. The covered population in this study were all employees (including managers, supervisors, and functional staff) who worked in the stone milling companies in Central Java, Indonesia. Data obtained in this study were processed statistically employing structural equation modeling (SEM) with the SmartPLS 3 software package. Based on the data analysis results on 103 respondents, this study concluded that POS had a significant effect on affective commitment and employee performance as well as transformational leadership on affective commitment and employee performance. Furthermore, affective commitment also had a significant effect on employee performance. Thus, the results of this study, theoretically and practically, can be used by all parties concerned to improve employee performance and maintain a sustainable competitive advantage.

Prior studies regard psychological ownership as a positive thing, but this study suggested two faces of psychological ownership. Specifically, we focused on the psychological process wherein two different routes via disparate mediators led to two seemingly contradictory outcomes: organizational citizenship behavior (OCB) and workplace aggressive behavior (WAB). In addition, we also examined the moderating role of a structural factor (i.e., network position) in the mediation process. Drawing on the social exchange theory, we proposed that psychological ownership would produce both OCB and WAB through organization-based self-esteem and psychological entitlement respectively, and an individual’s network position would moderate the effects of this process. Data from 189 nurses from a general hospital in Korea revealed that psychological ownership was positively related to two ambivalent outcomes, OCB and WAB. Further, a central position in a friendship network among nurses strengthened the positive relationship between psychological ownership and OCB. Overall, this study showed that psychological ownership was like a double-edged sword. We discussed the theoretical and practical implications of this finding.

This study aims to examine the moderating role of organizational culture on the effect of paternalistic leadership on employee work engagement in the Eastern part of Indonesia. A simple random sampling technique was used. Using an online questionnaire via Google Forms, data was collected from 169 respondents which consisted of staff to manager level at 14 hotels in the Eastern part of Indonesia. This study used structural equation modeling (SEM) to analyze the relationship. The result reveals that in Eastern Part of Indonesia, paternalistic leadership does not affect on employee work engagement. Likewise, the moderating role of organizational culture does not completely have a positive effect on paternalistic leadership and work engagement. The results of this research indicate that theoretically, the PL style can only be applied in organizations that focus more on administrative or management. This research only focuses on hotel business organizations in the Eastern part of Indonesia and does not involve other business units. In addition, this study only uses quantitative methods with online questionnaires. Further research should involve many hotels throughout The Eastern part of Indonesia, including the more comprehensive business unit. It is also necessary to use the interview method to ensure the quality of the research results.

This study explored two faces of psychological ownership. Specifically, we focused on the psychological process wherein two different routes via disparate mediators led to two seemingly contradictory outcomes: organizational citizenship behavior (OCB) and workplace aggressive behavior (WAB). In addition, we also examined the moderating role of a structural factor (i.e., network position) in the mediation process. Drawing on social exchange theory and social network theory, we proposed that psychological ownership would produce both OCB and WAB through organization-based self-esteem and psychological entitlement respectively, and an individual’s network position would moderate the effects of this process. Data from 189 nurses from a general hospital in Korea revealed that psychological ownership was positively related to two ambivalent outcomes, OCB and WAB. Further, a central position in a friendship network among nurses strengthened the positive relationship between psychological ownership and OCB. Overall, this study showed that psychological ownership was like a double-edged sword. We discussed the theoretical and practical implications of this finding.