Document Type

Journal Article

Department/Unit

Department of Communication Studies

Abstract

Extant empirical research fails to support the popular belief that paternalistic leadership (PL) style is a basic characteristic in Chinese organizations. In search of empirical evidence of PL as a practicing style, surveys were conducted with employees from small Chinese family businesses (CFBs) in mainland China (n = 275) and Hong Kong (n = 251). In the China sample, PL’s three dimensions (authoritarianism, benevolence, and morality) were internally convergent, managers exhibited reasonably high levels of PL, and PL as a whole predicted positive employee-perceived outcomes. In the Hong Kong sample, however, PL’s three dimensions showed inconsistent correlations, greatly similar to the extant findings. Consequently, PL as a whole could not be analyzed for that sample. Findings suggest that PL may be restricted only to CFBs in China. Management communication implications are discussed.

Publication Year

2013

Journal Title

Management Communication Quarterly

Volume number

27

Issue number

1

Publisher

SAGE Publications

First Page (page number)

34

Last Page (page number)

60

Referreed

1

DOI

10.1177/0893318912458212

ISSN (print)

08933189

Link to Publisher’s Edition

http://dx.doi.org/10.1177/0893318912458212

Keywords

paternalistic leadership, authoritarianism, benevolence, morality, Chinese family business

Included in

Communication Commons

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