Paternalistic Leadership and Job Performance: A Chinese Perspective Using Conservation of Resources Theory Approach

ABSTRACT PURPOSE: In the practice of university leadership, whether the current paternalistic leadership is suitable for the management of universities in the new era is the concern of the researcher. The purpose of this dissertation is to inquire the impact of paternalistic leadership on job performance. Drawing on the conservation of resources theory, this research focuses on subordinates. Not only the direct effect but also the indirect effect and moderated effect through work alienation and psychological capital are considered in this research. DESIGN: This research followed a post-positivist research paradigm and survey methodology, using a questionnaire containing all variables of interest followed by semi-structured interviews. The sample consists of 544 teachers working in Chinese universities. The qualitative study was conducted by semi-structured interviews with 12 teachers and 6 leaders. Data were analyzed in SPSS 25, AMOS 24,and EXCEL using a series of statistical tests in which polynomial regression and response surface analysis were used to test the relationship of the hypotheses. FINDINGS: The results showed that task performance and contextual performance are higher when both authoritarian and benevolent leaders are high than when both authoritarian and benevolent leaders are low. Low authoritarian and high benevolent leadership promote task performance and contextual performance of subordinates better than high authoritarian and low benevolent leadership. Whereas high authoritarian and low benevolent leadership promote higher counterproductive performance and work alienation of subordinates than low authoritarian and high benevolent leadership. Mediating and moderating analyses were also conducted, authoritarian and benevolent leadership has an indirect effect on counterproductive performance through work alienation. Psychological capital further moderates the relationship between both leadership constructs and task performance and work alienation. In practice, university leaders should change the traditional paternalistic leadership mode dominated by authoritarian leadership and supplemented by benevolent leadership. Universities should guide teachers and leaders to deepen their understanding of paternalistic leadership and change their attitude towards leadership management from the bottom of their heart. Paternalistic leadership is not invariable. Leaders can change their leadership style according to the personality of their subordinates. ORIGINALITY: This research is original in several ways. Firstly, it explores the relationship between authoritarian-benevolent leadership and performance as an outcome which is neglected in the literature. Secondly, it expands the knowledge on the relationship between authoritarian-benevolent leadership and job performance by investigating the role of work alienation and psychological capital. Thirdly, researcher used polynomial regression with response surface analysis to examine the effects of different combinations of authoritarian and benevolent leadership on job performance. This research method can make us more intuitive to understand the impact of paternalistic leadership on job performance. Finally, this research also uses qualitative research method, from the practical point of view of universities, university leaders and teachers put forward specific operational practices. IMPLICATIONS: This research has clear practical implications for leaders and teachers. It points out the importance of authoritarian and benevolent leadership to job performance, which is expected leaders to change their leadership style or adopt different management styles for different teachers, and discusses how universities, university leaders and teachers can work together to create an environment to strengthen the impact of paternalistic leadership on job performance.

Name dc:type.qualificationname

dba

Level dc:type.qualificationlevel

doctoral

Grantor dc:publisher.institution

University of Wales Trinity Saint David

Year dc:date.issued

2024

Author dc:creator

• Tang, Yao

• H Gwyddorau Cymdeithasol (Cyffredinol)

Dc Identifier Grantnumber

UWTSD

OAI identifier oai:identifier

oai:repository.uwtsd.ac.uk:3200