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Effects of paternalistic and transformational leadership on follower outcomes

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dc.contributor.author Köse, Asli Göncü
dc.contributor.author Aycan, Zeynep
dc.contributor.author Johnson, Russell E.
dc.date.accessioned 2024-03-13T12:42:42Z
dc.date.available 2024-03-13T12:42:42Z
dc.date.issued 2014-08
dc.identifier.citation Köse, Asli Göncü; Aycan, Zeynep ; Johnson, Russell E. (2014). "Effects of paternalistic and transformational leadership on follower outcomes", International Journal of Management and Business, Vol.5, pp.36-58. tr_TR
dc.identifier.uri http://hdl.handle.net/20.500.12416/7576
dc.description.abstract We investigated the motivations through which paternalistic (PL), and transformational (TL) leadership styles of managers were associated with employees’ organizational citizenship behaviors (OCB). PL is common in Eastern cultures, and may be as effective as TL, which is more common in Western cultures, to elicit positive employee outcomes such as OCB. We showed that in Turkish cultural context, both leadership styles enhanced trust in leaders, and trust, in turn, enhanced the intrinsic motivations of employees to perform OCB. PL and TL were related to OCB through different extrinsic motivations. TL increased the perception of instrumentality of OCB for leaders and for work group members which was associated with actual performance of OCB. PL enhanced employees’ motivation to manage their impression which, in turn, was positively related to their OCB. tr_TR
dc.language.iso eng tr_TR
dc.rights info:eu-repo/semantics/closedAccess tr_TR
dc.title Effects of paternalistic and transformational leadership on follower outcomes tr_TR
dc.type article tr_TR
dc.relation.journal International Journal of Management and Business tr_TR
dc.contributor.authorID 166202 tr_TR
dc.identifier.volume 5 tr_TR
dc.identifier.startpage 36 tr_TR
dc.identifier.endpage 58 tr_TR
dc.contributor.department Çankaya Üniversitesi, Fen-Edebiyat Fakültesi, Psikoloji Bölümü tr_TR


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