RT Article
T1 Creating a Family or Loyalty-Based Framework: The Effects of Paternalistic Leadership on Workplace Bullying
JF Journal of business ethics
VO 99
IS 2
SP 217
OP 231
A1 Soylu, Soydan
LA English
YR 2011
UL https://ixtheo.de/Record/1785641204
AB Prior research has demonstrated that issues in leadership problems can lead to both negative organisational outcomes and unethical practices at work, such as bullying and counterproductive behaviours. This study investigates the association of bullying with paternalistic leadership dimensions (i.e. creating family atmosphere at work, maintaining individualised relationships, non-work involvement, loyalty seeking and maintaining authority). Seven hundred and fifteen questionnaires were collected from employees in Turkish workplaces. Confirmatory factor analyses were used to examine the bullying phenomenon and paternalistic leadership with respect to their dimensions. Hierarchical regression analyses revealed that ‘expecting loyalty in exchange for nurture at work’ relates positively with the experience of bullying. In contrast, findings indicated a negative association between leadership involving ‘behaving like a senior family member at work’ and bullying. Plausible explanations of the findings were discussed by referring to relevant ethical climate literature.
K1 Workplace bullying
K1 Paternalistic leadership
K1 loyalty expectation
K1 Ethical Climate
K1 Benevolence
DO 10.1007/s10551-010-0651-6