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Paternalism as a Positive Form of Leader – Subordinate Exchange: Evidence from Mexico

Paternalism as a Positive Form of Leader – Subordinate Exchange: Evidence from Mexico Despite its persistence as a form of leadership, paternalism has received limited attention within organizational studies. In order to develop a construct definition of paternalism in a contemporary organizational context for this study, a literature review of paternalism is synthesized with qualitative field data collected in Mexican organizations and U.S. organizations that are owned and operated by Mexican immigrants. This analysis is conducted within a framework of leadership, and it suggests that paternalism combines paternalists’ benevolent acts with their subtle control over subordinates’ flexibility in meeting employment terms. Leaders express benevolence through their supportiveness and by providing for employees’ welfare both within the organization and their personal needs outside of the organization. Furthermore, both paternalistic leaders and subordinates frame their relationships in terms of social exchange, offering new insights into the dynamics within these exchange relationships. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research: The Journal of the Iberoamerican Academy of Management Emerald Publishing

Paternalism as a Positive Form of Leader – Subordinate Exchange: Evidence from Mexico

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Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
1536-5433
DOI
10.1108/15365430380000529
Publisher site
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Abstract

Despite its persistence as a form of leadership, paternalism has received limited attention within organizational studies. In order to develop a construct definition of paternalism in a contemporary organizational context for this study, a literature review of paternalism is synthesized with qualitative field data collected in Mexican organizations and U.S. organizations that are owned and operated by Mexican immigrants. This analysis is conducted within a framework of leadership, and it suggests that paternalism combines paternalists’ benevolent acts with their subtle control over subordinates’ flexibility in meeting employment terms. Leaders express benevolence through their supportiveness and by providing for employees’ welfare both within the organization and their personal needs outside of the organization. Furthermore, both paternalistic leaders and subordinates frame their relationships in terms of social exchange, offering new insights into the dynamics within these exchange relationships.

Journal

Management Research: The Journal of the Iberoamerican Academy of Management – Emerald Publishing

Published: Oct 1, 2003

Keywords: Leadership; Paternalism; Mexico; Control; Supportiveness

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