How do different faces of paternalistic leaders facilitate or impair task and innovative performance? opening the black box

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buir.contributor.authorKarakitapoğlu-Aygün, Zahide
buir.contributor.authorGümüşluoğlu, Lale
dc.citation.epage152en_US
dc.citation.issueNumber2en_US
dc.citation.spage138en_US
dc.citation.volumeNumber27en_US
dc.contributor.authorKarakitapoğlu-Aygün, Zahide
dc.contributor.authorGümüşluoğlu, Lale
dc.contributor.authorScandura,T. A.
dc.date.accessioned2021-02-17T09:27:28Z
dc.date.available2021-02-17T09:27:28Z
dc.date.issued2020
dc.departmentDepartment of Managementen_US
dc.description.abstractThere is a growing amount of research integrating leadership and positive organizational behavior literatures in order to understand the processes through which leadership contributes to performance. One such mechanism through which leaders influence performance is psychological capital (PsyCap). Particularly, paternalistic leadership, which is a leadership style that combines discipline, authority, and power with fatherly benevolence, may be a critical antecedent to the development of followers’ PsyCap. Yet no studies to date have investigated how paternalistic leaders affect followers’ PsyCap, which, in turn, influences their task and innovative performance. To this end, based on a sample of 409 Turkish employees and their 72 leaders, the current study investigates the effects of three dimensions of paternalistic leadership (i.e., benevolent, authoritarian, and authoritative) on followers’ leader-rated task and innovative performance. While there were no significant mediation effects for task performance, the results revealed that both benevolent and authoritative leadership positively influenced innovative performance through enhancing followers’ PsyCap. Authoritarian leadership, however, has negative effects on PsyCap, which, in turn, mediates the effect on innovative performance of followers. The theoretical and practical implications of our findings, along with suggestions for future research, are discussed.en_US
dc.description.provenanceSubmitted by Onur Emek (onur.emek@bilkent.edu.tr) on 2021-02-17T09:27:28Z No. of bitstreams: 1 How_Do_Different_Faces_of_Paternalistic_Leaders_Facilitate_or_Impair_Task_and_Innovative_Performance_Opening_the_Black_Box.pdf: 157770 bytes, checksum: 0ba21064eb1b06b370beb07ab0a54553 (MD5)en
dc.description.provenanceMade available in DSpace on 2021-02-17T09:27:28Z (GMT). No. of bitstreams: 1 How_Do_Different_Faces_of_Paternalistic_Leaders_Facilitate_or_Impair_Task_and_Innovative_Performance_Opening_the_Black_Box.pdf: 157770 bytes, checksum: 0ba21064eb1b06b370beb07ab0a54553 (MD5) Previous issue date: 2020en
dc.description.sponsorshipThe author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This work was supported by The Scientific and Technological Research Council of Turkey (TUBITAK; Grant No. 114K855).en_US
dc.identifier.doi10.1177/1548051819833380en_US
dc.identifier.issn1548-0518en_US
dc.identifier.urihttp://hdl.handle.net/11693/74766
dc.language.isoEnglishen_US
dc.publisherSAGE Publicationsen_US
dc.relation.isversionofhttps://dx.doi.org/10.1177/1548051819833380en_US
dc.source.titleJournal of Leadership and Organizational Studiesen_US
dc.subjectPaternalistic leadershipen_US
dc.subjectBenevolent leadershipen_US
dc.subjectAuthoritarian leadershipen_US
dc.subjectAuthoritative leadershipen_US
dc.subjectPsychological capitalen_US
dc.subjectTask performanceen_US
dc.subjectInnovative performanceen_US
dc.titleHow do different faces of paternalistic leaders facilitate or impair task and innovative performance? opening the black boxen_US
dc.typeArticleen_US

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