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Creating a Family or Loyalty-Based Framework: The Effects of Paternalistic Leadership on Workplace Bullying [Book Review]

Journal of Business Ethics 99 (2):217 - 231 (2011)

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The Relationship of Downward Mobbing with Leadership Style and Organizational Attitudes.Aysegul Ertureten, Zeynep Cemalcilar & Zeynep Aycan - 2013 - Journal of Business Ethics 116 (1):205-216.details The present study investigates (1) the relationship of different leadership styles (transactional, transformational, authoritarian, paternalistic) with mobbing behaviors of superiors (i.e., downward mobbing) and (2) organizational attitudes (job satisfaction, organizational commitment, turnover intention) of mobbing victims. Data were collected from 251 white-collar employees. Path analysis findings showed that transformational and transactional leadership decreased the likelihood of mobbing, whereas authoritarian leadership increased it. Paternalistic leadership was mildly and negatively associated with mobbing. Regarding the consequences of mobbing for employees’ organizational attitudes, the (...) Download Export citation Bookmark 4 citations
The Early Stages of Workplace Bullying and How It Becomes Prolonged: The Role of Culture in Predicting Target Responses. [REVIEW]Al-Karim Samnani - 2013 - Journal of Business Ethics 113 (1):119-132.details The extant workplace bullying literature has largely overlooked the potential role of culture. Drawing on cognitive consistency theory, culture’s influence on targets’ reactions toward subtle forms of bullying during its early stages is theorized. This theoretical analysis proposes that employees high in individualism and low in power distance are more likely to engage in resistance-based responses toward subtle acts of bullying than employees high in collectivism and power distance, respectively. Targets’ resistance-based responses, which are also influenced by learned helplessness deficits, (...) Download Export citation Bookmark 6 citations
Decent Work: The Moral Status of Labor in Human Resource Management.Miguel Alzola - 2018 - Journal of Business Ethics 147 (4):835-853.details In this paper, I aim to critically examine a set of assumptions that pervades human resource management and HR practices. I shall argue that they experience a remarkable ethics deficit, explain why this is so, and explore how the UN Global Compact labor principles may help taking ethics seriously in HRM. This paper contributes to the understanding and critical examination of the undisclosed beliefs underlying theory and practice in human resource management and to the examination of how the UN Global (...) Download Export citation Bookmark 1 citation
Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment.Ying Chen, Xiaohu Zhou & Kim Klyver - 2019 - Journal of Business Ethics 159 (2):587-603.details Based on social cognitive theory, we theorize that collective efficacy plays a mediating role in the relationship between paternalistic leadership and organizational commitment and that this mediating role depends on team cohesion. The empirical results from a study of 238 employees from 52 teams at manufacturing companies show that benevolent leadership and moral leadership, both components of paternalistic leadership, are positively related to organizational commitment and further that collective efficacy mediates the moral leadership–organizational commitment relationship. We did not find a (...) Download Export citation Bookmark 1 citation
Employer Loyalty: The Need for Reciprocity.Kemi Ogunyemi - 2014 - Philosophy of Management 13 (3):21-32.details Responsibilities towards employees constitute a recognised general subject area in the field of business ethics. Thus, research has been done regarding respecting employees’ rights to fairness in dismissal procedures, to their privacy, to a fair wage, etc. Employee loyalty has also been shown to be very important both in management literature and in legal debate but much less attention has been given to employer loyalty which could be one of the responsibilities of an employer to his or her employee. Rather, (...) Download Export citation Bookmark 1 citation

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