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Paternalistic Leadership and Employees’ Sustained Work Behavior: A Perspective of Playfulness

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  • Ching-Han Fang

    (Department of Business Administration, National Yunlin University of Science and Technology, Yunlin 64002, Taiwan)

  • Ching-Lin Fang

    (Department of Business Administration, National Chung Cheng University, Chiayi 62102, Taiwan)

  • Ren-Fang Chao

    (Department of Leisure Management, I-Shou University, Kaohsiung 84001, Taiwan)

  • Shang-Ping Lin

    (Department of Business Administration, National Yunlin University of Science and Technology, Yunlin 64002, Taiwan)

Abstract

The frontline employees of the service industry are the first connection between enterprises and consumers. Therefore, their performance often represents the image of the company. This study intended to discuss employees’ sustained work behavior through the perceived organizational climate, from the point of view of direct supervisors’ leadership. Employees of chain convenience stores in Taiwan were used as the research samples for the questionnaire survey. A total of 473 valid questionnaires were considered using structural equation analyses. The results showed that authoritarian leadership and employees’ turnover intentions had a significant positive relationship; moreover, there were negative relations between moral leadership, benevolent leadership, and employees’ turnover intention. Thus, employees’ perceived playfulness can decrease turnover intention when under paternalistic leadership. This study provides valuable insights for managers to understand the work value of playfulness.

Suggested Citation

  • Ching-Han Fang & Ching-Lin Fang & Ren-Fang Chao & Shang-Ping Lin, 2019. "Paternalistic Leadership and Employees’ Sustained Work Behavior: A Perspective of Playfulness," Sustainability, MDPI, vol. 11(23), pages 1-12, November.
    • Handle: RePEc:gam:jsusta:v:11:y:2019:i:23:p:6650-:d:290523
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    References listed on IDEAS

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    1. Alisher Tohirovich Dedahanov & Faridun Bozorov & Sanghyun Sung, 2019. "Paternalistic Leadership and Innovative Behavior: Psychological Empowerment as a Mediator," Sustainability, MDPI, vol. 11(6), pages 1-14, March.
    2. Jiing-Lih Farh & Bor-Shiuan Cheng, 2000. "A Cultural Analysis of Paternalistic Leadership in Chinese Organizations," Palgrave Macmillan Books, in: J. T. Li & Anne S. Tsui & Elizabeth Weldon (ed.), Management and Organizations in the Chinese Context, chapter 4, pages 84-127, Palgrave Macmillan.
    3. Ling, Qian & Lin, Meizhen & Wu, Xiaoyi, 2016. "The trickle-down effect of servant leadership on frontline employee service behaviors and performance: A multilevel study of Chinese hotels," Tourism Management, Elsevier, vol. 52(C), pages 341-368.
    4. 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.
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