Investigating aspects of paternalistic leadership within the job demands–resources model

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dc.contributor.authorLee M
dc.contributor.authorKee YJ
dc.contributor.authorLau SSY
dc.contributor.authorJan G
dc.date.accessioned2023-11-20T01:38:27Z
dc.date.available2023-01-09
dc.date.available2023-11-20T01:38:27Z
dc.date.issued2023-01-09
dc.description.abstractThe literature on the job demands–resources (JD-R) theory has flourished for the past decade due to the theory's simplicity and its applications in many areas of work life. However, the literature is lacking on how leaders can utilize this theory to manage employees, especially in the Asian leadership context. Using the JD-R theory, the current study investigated each aspect of paternalistic leadership (i.e., benevolent leadership, authoritarian leadership and moral leadership) and its influence on employees' job resources (i.e., work meaningfulness and influence at work), job demands (i.e., emotional and cognitive demands), work engagement, burnout and the processes involved. Four hundred and thirty-one (431) full-time working employees (mean age: 31.58; female: 57.8%) from various organizations in Malaysia participated in the study. Using structural equation modelling, the study's results showed that the benevolent aspect of paternalistic leadership was related to higher work engagement and lower burnout through work meaningfulness (but not through influence at work). In contrast, the authoritarian aspect of paternalistic leadership was related to higher burnout through emotional demands (but not through cognitive demands), while the moral leadership aspect had no significant relationship to employees' job demands or job resources, with a mediation process not found in either relationship. Overall, the study revealed three contrasting mechanisms for each aspect of paternalistic leadership and suggested how paternalistic leadership may be practised in Asian countries.
dc.description.confidentialfalse
dc.identifier.citationJournal of Management and Organization, 2023
dc.identifier.doi10.1017/jmo.2022.95
dc.identifier.elements-id458798
dc.identifier.harvestedMassey_Dark
dc.identifier.issn1833-3672
dc.identifier.urihttps://hdl.handle.net/10179/17940
dc.languageEnglish
dc.publisherCambridge University Press
dc.relation.isPartOfJournal of Management and Organization
dc.relation.urihttps://www.cambridge.org/core/journals/journal-of-management-and-organization/article/investigating-aspects-of-paternalistic-leadership-within-the-job-demandsresources-model/818E2A7505D5DE870B9C25C0E584C423
dc.rights© The Author(s), 2023 CC BY 4.0
dc.subjectburnout
dc.subjectcognitive demands
dc.subjectemotional demands
dc.subjectwork meaningfulness
dc.subjectinfluence at work
dc.subjectJD-R theory
dc.subjectMalaysia
dc.subjectpaternalistic leadership
dc.subjectwork engagement
dc.subject.anzsrc1303 Specialist Studies in Education
dc.subject.anzsrc1503 Business and Management
dc.subject.anzsrc1505 Marketing
dc.titleInvestigating aspects of paternalistic leadership within the job demands–resources model
dc.typeJournal article
massey.relation.uri-descriptionPublished version
massey.relation.uri-descriptionPublished version
pubs.notesNot known
pubs.organisational-group/Massey University
pubs.organisational-group/Massey University/College of Humanities and Social Sciences
pubs.organisational-group/Massey University/College of Humanities and Social Sciences/School of Psychology
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