Document Type

Journal Article

Department/Unit

Department of Communication Studies

Language

English

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.

Keywords

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

Publication Date

3-2013

Source Publication Title

Management Communication Quarterly

Volume

27

Issue

1

Start Page

34

End Page

60

Publisher

SAGE Publications

Peer Reviewed

1

DOI

10.1177/0893318912458212

Link to Publisher's Edition

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

ISSN (print)

08933189

ISSN (electronic)

15526798

Included in

Communication Commons

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