Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel model

Abstract

PurposeUsing a multilevel model, this study examined how paternalistic leadership behaviors, including authoritarianism, morality and benevolence, influence followers' performance.Design/methodology/approachA sample of 556 leader–follower dyads from 66 groups in a manufacturing firm in China was collected for analysis. Descriptive statistics and multi-level regression analyses were used to analyze the data.FindingsThe results indicated that group efficacy mediates the relationship between authoritarian leadership and followers' performance and that self-efficacy mediates the relationship between benevolent leadership and followers' performance. In addition, the positive relationship between self-efficacy and followers' performance is weaker when followers exhibit higher levels of group efficacy.Research limitations/implicationsThe data were collected in a manufacturing firm in China, it is difficult to generalize the results to other settings.Practical implicationsManagers should use their abilities and skills to interpret which paternalistic leadership styles their followers prefer, so as to improve their performance.Originality/valueThis study developed a multilevel model to examine the mediating processes of group efficacy and self-efficacy in the effect of PL behaviors, including authoritarianism, benevolence and morality, on followers' performance.