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Nurses' turnover intention has become a major issue in developing countries with high power distance cultures. Therefore, the authors attempt to investigate how turnover intention among nurses' can be reduced through paternalistic leadership (PL). The authors further investigate the mediating role of job satisfaction between the associations of benevolent, moral and authoritarian dimensions of PL with turnover intention. Finally, the authors examined perceived organizational support (POS) as a conditional variable between job satisfaction and turnover intention.

The authors collected data from 374 nurses working in public and private hospitals of high power distance culture using a questionnaire-based survey on convenience basis.

Structural equation modeling confirms that benevolent and moral dimensions of PL positively affect nurses' job satisfaction which helps them reduce their turnover intention. While the authoritarian dimension of PL negatively affects job satisfaction to further enhance their turnover intention. In addition, the authors noted POS as a conditional variable to trigger the negative effect of job satisfaction on turnover intention.

The authors used a cross-sectional design to collect responses and ensured the absence of common method variance through Harman's Single factor test.

This study identified the mechanism (job satisfaction and POS) through which benevolent, moral and authoritative dimensions of PL predict turnover intention among nurses working in high power distance culture.

護士有離職意向，在擁有高權力距離文化的發展中國家，已成為一個重大的問題。因此，我們擬探討如何可以透過採用家長式領導、把護士離職的意欲減低，繼而研究工作滿足感，在離職意向與家長式領導中仁慈、道德和獨裁這三個層面的關係中所起的中介作用。最後，我們就組織支持感，作為是工作滿足感與離職意向之間的一個條件變數，進行了研究。

本研究透過採用在便利的基礎上進行的問卷調查，從374名在高權力距離文化的公營和私營醫院內工作的護士取得數據，進行分析。

結構方程模型證實了家長式領導中的仁慈和道德這兩個層面，會對可減低護士離職意欲的工作滿足感，產生積極的影響。家長式領導中的獨裁層面、則會對護士的工作滿足程度產生負面的影響，繼而增強其離職意欲。而且，我們確認了組織支持感是一個會增強工作滿足感與離職意向之間負相聯的條件變數。

我們以橫斷面的設計法來收集回應，並透過採用哈曼 (Harman) 的單因素檢定法，來確保共同方法變異不會存在。

本研究確定了一個 (工作滿足感與組織支持感) 機制，透過這機制，家長式領導中的仁慈、道德和獨裁這三個層面可預測於高權力距離文化工作的護士的離職意向。

Building on conservation of resources theory and unfolding theory of turnover, this paper aims to propose a model of the effects of despotic leadership on employees’ job satisfaction and turnover intention in the hospitality industry. In this model, the authors theorize psychological distress to play an intervening role among the aforesaid linkages.

The data were collected in three-waves from 212 employees working in Palestinian restaurants. A covariance-based matrix in structural equation modeling was used to verify the proposed linkages in the study. A marker variable was used to control the common method bias.

The results showed that despotic leadership has a direct negative effect on job satisfaction and a positive indirect effect on turnover intentions. Besides, psychological distress showed to play significant mediating effects among the aforementioned relationships.

This study gives insights to the hospitality industry on how despotic leadership can be destructive and lead to negative consequences.

This study is unique, as it is the first study conducted on despotic leadership in a hospitality setting. The study responded to scholarly calls made to enrich the literature pertaining to despotic leadership and its outcomes.

Outside the US and Europe, to establish a good government requires more than Western-style democracy. Adopting universal suffrage fully from the Western model is no longer a panacea to reach the ultimate goal of good governance in the East, i.e., to keep promoting socio-economic renovation can be noted as a prerequisite to have further meaningful political advancement in an Asian polity. The purpose of this paper is to explain how to establish a good but authoritarian government in the East.

Given the good of comparative historical analysis, Lee Kuan Yew in Singapore and Deng Xiaoping in China are selected as both cases for “method of agreement.” Further including “argument based on the contrary” to form a context for macro-historical analysis, this paper outlines two characteristics of the duo’s authoritarian leadership, namely, Ideologies and Policy-making; and Political Modernization, and hence provides a more balanced reevaluation of their governance.

Apart from noting how these two Asian giants more or less contributed to their good but authoritarian governments for long in the twentieth century, such a word of authoritarianism to the duo was quite positive to help legitimize their governance, which was far different from many negative views of the Western world.

As theories put forward by Western academics could not entirely justify modernization among Asian societies in the twentieth century, this paper attempts to answer one question: Does the meaning of authoritarianism remain unchanged in the discourse of the East and the West?

This paper aims to explore the position of women in the communication management sector in Spain from their own experiences. The study examines female communication and leadership styles, emphasising the cost of leadership in which they are leaders or led.

This study used a qualitative methodology based on in-depth interviews with 22 women actively working in top companies and agencies: female communication directors, female employees with a female leader and female employees with a male leader. Data were analysed through thematic analysis.

Results show mixed communication and leadership styles. In addition, the high level of self-demand of female communication managers stands out, making it challenging to achieve a work-life balance and the implementation of successful role models.

Exploring the factors of female leadership remains necessary to understand and make their situation in various industries and positions visible. It also helps remove barriers to leadership, guide organisations in addressing gender discrimination issues and develop mechanisms for the internal promotion of female professionals.

To the best of authors' knowledge, this is the first study exploring the leadership and communication styles of women in the Spanish Public Relations (PR) and communication management industries. It also highlights the aspects influencing the cost of leadership.

Diversity management is seen as a decisive factor for ensuring the development of socially responsible innovations (Beacham and Shambaugh, 2011; Sonntag, 2014; López, 2015; Uebernickel et al., 2015). However, many diversity management approaches fail due to a one-sided consideration of diversity (Thomas and Ely, 2019) and a lacking linkage between the prevailing organizational culture and the perception of diversity in the respective organization. Reflecting the importance of diverse perspectives, research institutions have a special responsibility to actively deal with diversity, as they are publicly funded institutions that drive socially relevant development and educate future generations of developers, leaders and decision-makers. Nevertheless, only a few studies have so far dealt with the influence of the special framework conditions of the science system on diversity management. Focusing on the interdependency of the organizational culture and diversity management especially in a university research environment, this chapter aims in a first step to provide a theoretical perspective on the framework conditions of a complex research organization in Germany in order to understand the system-specific factors influencing diversity management. In a second step, an exploratory cluster analysis is presented, investigating the perception of diversity and possible influencing factors moderating this perception in a scientific organization. Combining both steps, the results show specific mechanisms and structures of the university research environment that have an impact on diversity management and rigidify structural barriers preventing an increase of diversity. The quantitative study also points out that the management level takes on a special role model function in the scientific system and thus has an influence on the perception of diversity. Consequently, when developing diversity management approaches in research organizations, it is necessary to consider the top-down direction of action, the special nature of organizational structures in the university research environment as well as the special role of the professorial level as role model for the scientific staff.

Based on a resulting typing model, this paper focuses on four types of leaders (Approachables on the sidelines, Distanced overseers, Realistic succeeders and Dedicated sensitives), who differ in the analytical core category of “development of awareness.”

Internal team coaching is intended to strengthen leaders in the health care system. The Team Leader Coaching Programme (TLCP) was implemented as an internal coaching instrument at rehabilitation centers using a train-the-trainer format. Twenty-one team leaders were surveyed on their experience of the coaching process they implemented in their teams. The interviews were analyzed using the grounded theory method (GTM) as theoretically discussed by representatives of second-generation GTM (Charmaz, 2014).

Use of the TLCP proved to be an intervention for initiating and enhancing an awareness development process regarding team leaders' reflections on their own position and leadership role, regardless of their profession. This process was found to be a prerequisite for implementing the learned content. The typing model is discussed given current contextual conditions in the rehabilitation system and their connectivity in practice for integrating coaching elements into daily management.

This article presents a typology of healthcare leaders. Thanks to the reconstructive approach using grounded theory methodology, this article presents an in-depth analysis of the implementation process of a coaching program. The findings are both connectable to applied leadership research and useable for further development of training and interventions to strengthen team leaders in clinical settings.