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Perceived Interactional Justice and Trust-in-supervisor as Mediators for Paternalistic Leadership

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  • Wu, Min
  • Huang, Xu
  • Li, Chenwei
  • Liu, Wu

Abstract

This study identifies the influencing processes that underlie the effect of the three paternalistic leadership dimensions on subordinates' work performance/ organizational citizenship behaviours. The results, based on data collected from private firms in China, showed that perceived interactional justice mediated the effects of moral leadership and benevolent leadership on trust-in-supervisor. However, perceived interactional justice did not mediate the relationship between authoritarian leadership and trust-in-supervisor. In addition, trust-in-supervisor was found to be positively associated with work performance and organizational citizenship behaviours. Cultural and practical implications and future research directions are also discussed.

Suggested Citation

  • Wu, Min & Huang, Xu & Li, Chenwei & Liu, Wu, 2012. "Perceived Interactional Justice and Trust-in-supervisor as Mediators for Paternalistic Leadership," Management and Organization Review, Cambridge University Press, vol. 8(1), pages 97-121, March.
    • Handle: RePEc:cup:maorev:v:8:y:2012:i:01:p:97-121_00
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    Cited by:

    1. Shen, Yimo & Chou, Wan-Ju & Schaubroeck, John M. & Liu, Jun, 2023. "Benevolent leadership, harmonious passion, and employee work behaviors: A multi-level moderated mediation model," Journal of Business Research, Elsevier, vol. 157(C).
    2. Wang, An-Chih & Chiang, Jack Ting-Ju & Tsai, Chou-Yu & Lin, Tzu-Ting & Cheng, Bor-Shiuan, 2013. "Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 122(2), pages 101-113.
    3. Tingting Chen & Fuli Li & Kwok Leung, 2017. "Whipping into shape: Construct definition, measurement, and validation of directive-achieving leadership in Chinese culture," Asia Pacific Journal of Management, Springer, vol. 34(3), pages 537-563, September.
    4. Yue Wang & Wenhao Luo & Jing Zhang & Yirong Guo, 2019. "More humility, less counterproductive work behaviors? The role of interpersonal justice and trust," Frontiers of Business Research in China, Springer, vol. 13(1), pages 1-18, December.
    5. Lei Wang & Meng-Yu Cheng & Song Wang, 2018. "Carrot or Stick? The Role of In-Group/Out-Group on the Multilevel Relationship Between Authoritarian and Differential Leadership and Employee Turnover Intention," Journal of Business Ethics, Springer, vol. 152(4), pages 1069-1084, November.
    6. Gao Jianzhuang, 2023. "The Influence of Ethical Leadership on Organizational Citizenship Behavior--Workplace Humanization as a Mediating Variable," International Journal of Science and Business, IJSAB International, vol. 20(1), pages 92-108.
    7. Qiufeng Huang & Kaili Zhang & Yanqun Wang & Ali Ahmad Bodla & Duogang Zhu, 2022. "When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability," IJERPH, MDPI, vol. 20(1), pages 1-17, December.
    8. Karakitapoğlu-Aygün, Zahide & Gumusluoglu, Lale & Erturk, Alper & Scandura, Terri A., 2021. "Two to Tango? A cross-cultural investigation of the leader-follower agreement on authoritarian leadership," Journal of Business Research, Elsevier, vol. 128(C), pages 473-485.
    9. Yuyan Zheng & Les Graham & Jiing-Lih Farh & Xu Huang, 2021. "The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence," Journal of Business Ethics, Springer, vol. 170(1), pages 133-146, April.
    10. Anand, Amitabh & Dalmasso, Audrey & Vessal, Saeedeh Rezaee & Parameswar, Nakul & Rajasekar, James & Dhal, Manoranjan, 2023. "The effect of job security, insecurity, and burnout on employee organizational commitment," Journal of Business Research, Elsevier, vol. 162(C).
    11. Leni Chen & Xu Huang & Jian-min Sun & Yuyan Zheng & Les Graham & Judy Jiang, 2024. "The virtue of a controlling leadership style: Authoritarian leadership, work stressors, and leader power distance orientation," Asia Pacific Journal of Management, Springer, vol. 41(2), pages 507-547, June.
    12. Horak, Sven, 2013. "Cross-cultural experimental economics and indigenous management research: Issues and contributions," Working Papers on East Asian Studies 92/2013, University of Duisburg-Essen, Institute of East Asian Studies IN-EAST.
    13. Chieh-Peng Lin & Chi Jhang & Yu-Min Wang, 2022. "Learning value-based leadership in teams: the moderation of emotional regulation," Review of Managerial Science, Springer, vol. 16(5), pages 1387-1408, July.
    14. Nedime Karasel & Zehra Altınay & Fahriye Altınay & Gokmen Dagli, 2018. "Paternalist leadership style of the organizational trust," Quality & Quantity: International Journal of Methodology, Springer, vol. 52(1), pages 11-30, December.
    15. Alisher Tohirovich Dedahanov & Abdulkhamid Komil ugli Fayzullaev & Odiljon Sobirovich Abdurazzakov & Dilshodjon Alidjonovich Rakhmonov & Oyniso Zakirova, 2022. "Paternalistic Leadership Styles and Employee Voice: The Roles of Trust in Supervisors and Self-Efficacy," Sustainability, MDPI, vol. 14(19), pages 1-14, October.
    16. Chiang, Jack Ting Ju & Chen, Xiao Ping & Liu, Haiyang & Akutsu, Satoshi & Wang, Zheng, 2020. "We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance," LSE Research Online Documents on Economics 104058, London School of Economics and Political Science, LSE Library.
    17. Han Ren & Zhengqiang Zhong & Charles Weizheng Chen & Chris Brewster, 2023. "Two-way in-/congruence in three components of paternalistic leadership and subordinate justice: the mediating role of perceptions of renqing," Asian Business & Management, Palgrave Macmillan, vol. 22(2), pages 643-668, April.
    18. Ahmad, Saima, 2018. "Can ethical leadership inhibit workplace bullying across East and West: Exploring cross-cultural interactional justice as a mediating mechanism," European Management Journal, Elsevier, vol. 36(2), pages 223-234.
    19. Shuang Ren & Yuhua Xie & Ying Zhu & Malcolm Warner, 2018. "New generation employees’ preferences towards leadership style in China," Asia Pacific Business Review, Taylor & Francis Journals, vol. 24(4), pages 437-458, August.
    20. Ghulam Ali Arain & Zeeshan Ahmed Bhatti & Naeem Ashraf & Yu-Hui Fang, 2020. "Top-Down Knowledge Hiding in Organizations: An Empirical Study of the Consequences of Supervisor Knowledge Hiding Among Local and Foreign Workers in the Middle East," Journal of Business Ethics, Springer, vol. 164(3), pages 611-625, July.
    21. Naseer Abbas Khan & Robin Maialeh & Maria Akhtar & Muhammad Ramzan, 2024. "The Role of AI Self-Efficacy in Religious Contexts in Public Sector: The Social Cognitive Theory Perspective," Public Organization Review, Springer, vol. 24(3), pages 1015-1036, September.
    22. Lei Yao & Xiao-Ping Chen & Hongguo Wei, 2023. "How do authoritarian and benevolent leadership affect employee work–family conflict? An emotional regulation perspective," Asia Pacific Journal of Management, Springer, vol. 40(4), pages 1525-1553, December.
    23. Qinxuan Gu & Thomas Tang & Wan Jiang, 2015. "Does Moral Leadership Enhance Employee Creativity? Employee Identification with Leader and Leader–Member Exchange (LMX) in the Chinese Context," Journal of Business Ethics, Springer, vol. 126(3), pages 513-529, February.
    24. Cai-Hui Veronica Lin & Jian-Min James Sun, 2018. "Chinese employees’ leadership preferences and the relationship with power distance orientation and core self-evaluation," Frontiers of Business Research in China, Springer, vol. 12(1), pages 1-22, December.

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