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Influence of Paternalistic Leadership on Employee Innovation Behavior and New Venture Performance: The Moderating Role of Leader Humility

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  • Meifang Yao

    (School of Business and Management, Jilin University, Changchun 130012, China)

  • Meiqiang Hao

    (School of Business and Management, Jilin University, Changchun 130012, China)

Abstract

This study examines how paternalistic leadership in new ventures influences employee innovation behavior and new venture performance. Three dimensions of paternalistic leadership in leader humility have a positive moderating effect on employee innovation behavior. To this end, we proposed and tested the supporting roles of the social cognition theory, social exchange theory, social learning theory, and interpersonal attraction theory. A total of 248 valid questionnaires were collected through a professional survey company for analysis, which revealed that among the three dimensions of paternalistic leadership, benevolent leadership and moral leadership both have a positive impact on employee innovation behavior and new venture performance, while authoritarian leadership has a negative impact. We also discovered that leader humility plays a significantly positive role in moderating the influence of authoritarian leadership, benevolent leadership, and moral leadership on employee innovation behavior. The results demonstrate that paternalistic leaders increase their effectiveness by maintaining humility as a management strategy, creating a superior, innovative atmosphere, and contributing to the progress of employee innovation behavior.

Suggested Citation

  • Meifang Yao & Meiqiang Hao, 2023. "Influence of Paternalistic Leadership on Employee Innovation Behavior and New Venture Performance: The Moderating Role of Leader Humility," Sustainability, MDPI, vol. 15(7), pages 1-17, March.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:7:p:5897-:d:1109977
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    References listed on IDEAS

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    4. Boris Groysberg & Jeffrey T. Polzer & Hillary Anger Elfenbein, 2011. "Too Many Cooks Spoil the Broth: How High-Status Individuals Decrease Group Effectiveness," Organization Science, INFORMS, vol. 22(3), pages 722-737, June.
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