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The traditional Chinese culture has always emphasized the authority of leaders and their “top-down” influence over subordinates tangled with “bottom-up” management. Paternalistic leadership can both nurture and restrict growth in mega-construction projects, due to the unique consequences (i.e. positive vs negative implications) for project teams. Hence, the present study aimed to explore the impact of paternalistic leadership (PL), team members’ voice (TMV) and team resilience (TR) on the mega-construction project success (MPS) in China's Belt and Road Initiative (BRI).

A surveyed-based sample of project professionals (N = 563) directly linked with the BRI was employed for statistical estimations with partial least squares (PLS) structural equation modeling (SEM).

Paternalistic leadership styles, including authoritarian leadership (AL), moral leadership (ML) and benevolent leadership (BL), significantly influence the mega-construction project success in BRI. The findings empirically validated that both BL and ML increase the likelihood of mega-construction project success. However, AL could impose a threat through its underlying negative influence. In addition, leaders with benevolence and morality have a positive influence on TMV and TR, while leaders with authoritarianism signal a negative impact. Furthermore, both TMV and TR significantly and positively mediate the relationships between AL-MPS (Model-1), BL-MPS (Model-2) and ML-MPS (Model-3), respectively.

The present study is a groundbreaking endeavor that fills a crucial research gap by investigating mega-construction project success in the BRI through paternalistic leadership, project team members' voice and team resilience in a multi-mediation model. These novel findings offer valuable strategic insights for managing mega-construction projects in countries with paternalistic solid cultural foundations, enabling project managers to navigate cultural nuances and optimize megaproject outcomes.

In this study, the authors aim to test the reflections of two so-called universal leadership styles -paternalistic leadership (PL) and transformational leadership (TL)- on entrepreneurial orientation (EO) and ultimately on firm performance (FP) within the context of SMEs of a developing country, Turkey. Moreover, examining the contingency of uncertainty avoidance (UA) on the relationship between EO and firm performance is another aim of the study.

In this explanatory cross-sectional study, by studying a dataset of 345 small and medium-sized (SME) Techno-park companies in Turkey based on using the Partial Least Squares (PLS) method, the authors try to examine the antecedent role of PL and TL on EO and ultimately on FP. Moreover, we followed a mediation procedure to reveal the mediator role of EO on the relationship between leadership style and firm performance. Finally, the authors also conducted a moderation analysis through SmartPLS 3.0 to explore the contingency of UA on the relationship between EO and firm performance.

Study results indicate that TL is a significant antecedent of EO that results in higher firm performance. However, while PL has a negative impact on entrepreneurial orientation, the results provide no statistical evidence in support of a significant relationship between PL and firm performance. Moreover, the findings indicate that the higher UA, the weaker the relationship between EO and firm performance.

Managers, following a TL approach, can successfully encourage their subordinates to be innovative and creative. Transformational leaders are conducive to both entrepreneurship and firm performance within the context of technology-based startups. Besides, avoiding the risks and uncertainties naturally weakens the consequences of EO. Hence, EO, as an essential intangible resource, requires a proper cultural context to result in a competitive advantage.

This research provides a comprehensive understanding regarding the interrelationships amongst transformational and paternalist leadership styles, EO and firm performance within an UA context in Small Business and Technology Development Centers (SBTDCs) and Techno-parks. To the best of the authors' knowledge, no other researcher has studied those links in a holistic manner in general, particularly on the SMEs of Techno-park firms of a developing Eastern country. The findings significantly enrich the literature on paternalist leadership and entrepreneurship orientation in a cultural context.

This study aims to understand the impact of leadership styles on the sustainability of organizational energy, using the mediator role of organizational ambidexterity in family firms in Malaysia. To this end, dual-stage Structural Equation Modeling (SEM) and Artificial Neural Networks (ANN) were adopted to determine the leadership style of family firms in Malaysia.

An exploratory design (i.e. questionnaire) was used to collect data from 528 workers in the family firms in Malaysia.

According to the results, leadership styles and long-term organizational energy have a positive and significant relationship. Furthermore, organizational ambidexterity mediates the relationship between leadership styles and organizational energy sustainability. On the other hand, based on nonlinear and compensatory relationships, the ANN method predicted a bureaucratic leadership style typical in Malaysian family businesses. The results of this study indicate transformational, transactional and bureaucratic leadership styles affect sustainable organizational energy. Besides, organizational ambidexterity fully mediates the relationship between leadership styles and sustainable organizational energy. On the other hand, the results of non-compensatory relationships revealed organizational ambidexterity is the most determinant of sustainable organizational energy, followed by bureaucratic leadership. As a result, leadership styles encourage human resources to perform tasks with energy and vitality. In family businesses, bureaucratic leadership increases job immersion and positive motivations toward work challenges.

From a practitioner's perspective, leaders and practitioners must encourage creativity and idea generation to give members sufficient strength to work and focus on goals that support building sustainable organizational energy. A family business is a type of capitalism that significantly impacts employees. The family-owned businesses surveyed by first-generation families lack subsidiaries and are ingrained in a paternalistic culture that offers employees greater security at a lower wage. Although there are few details, the study sample size is small and has limitations. This study suggests that understanding the leadership styles on sustainable organizational energy and using the mediator role of organizational ambidexterity in the family business has immense value. Characteristics such as transformational, transactional and bureaucratic leadership styles have a significant role in sustainable organizational energy. Also, organizational ambidexterity is the mediator for the relationship between leadership styles and sustainable organizational energy.

This study sheds light on the effect of leadership styles on sustainable organizational energy through organizational ambidexterity in family firms. In this context, the novelty of this study includes two perceptions. The first explored the impact of exploration and exploitation on sustainable organizational energy. The second investigates linear and nonlinear relationships to predict sustainable organizational energy determinants.

After reading and analysing the case study, the students would be able to distinguish the leadership styles based on leaders’ traits and behaviours, argue the importance of trust in leader–follower relationships thanks to the real-life examples presented and defend their side on the debate of whether leadership is born or made with the related theories and examples.

The teams coached by the successful Turkish basketball coach, Çetin Yılmaz, had reached the finals of the Turkish Basketball League six times and became champions three times. He assumed the coaching position of the Tuborg basketball team in December 2005. Although Tuborg’s Turkey branch made a serious financial investment in basketball, they were at the bottom of the league in the middle of the season. When Yılmaz took over the coaching position, the Tuborg basketball team’s main objective was not to be relegated from the top league in the 2005–2006 season. The team, working very hard, overcame the fear of relegation in two months but still had a very symbolic goal in front of it: winning the most prestigious game of the season by defeating the Karşıyaka team. However, in the last minutes of the game, with the influence of passionate Karşıkaya fans, the Tuborg team got scared and lost the game. At the end of the match, the club president entered the locker room and started shouting at the players, forcing the coach to face a severe dilemma. Either he would remain silent and risk damaging his leading position in the eyes of the players, or he would risk being fired by going against the president, even though he thought the president was right in what he said.

The target audience of this case study is undergraduate students. The field of study is sports management, leadership and coaching. This case study can be used in management, organizational behaviour and sports management courses while covering leadership and coaching topics.

Teaching notes are available for educators only.

CSS 6: Human resource management.

Employees’ bootlegging innovation behavior is common and plays an important role in enterprise management. Based on the resource conservation theory and self-regulation theory, the purpose of this study is to explore the influence mechanism of leaders’ abusive supervision on employees’ bootlegging innovation behavior, with psychological safety as a mediator and mindfulness at workplace as a moderator.

Survey data were gathered from 591 employees’ self-assessment questionnaires in China. Hierarchical regression analysis was used to test the research model through SPSS and AMOS.

This study found that the leaders’ abusive supervision negatively affects employees’ bootlegging innovation behavior; employees’ psychological safety completely mediates the negative effect of leaders’ abusive supervision on employees’ bootlegging innovation behavior; and mindfulness at work moderates the influence of leaders’ abusive supervision on employee’ bootlegging innovation behavior, as well as the influence of leaders’ abusive supervision on employees’ psychological safety.

This study has significant implications in passive leadership that affect employees’ innovation. Authors found that leaders’ abusive supervise, mindfulness at workplace play a crucial role in employees’ bootleg innovation through psychological safety.

Theoretically, this study has enriched the antecedent research on employees’ bootlegging innovation behavior from the perspective of negative leadership behavior and employee psychology. And this study considered mindfulness at workplace as a boundary condition.

This research aims to analyze the factors affecting the people's performance working in the health sector to improve the services the health sector provide to society and increase the efficiency of their institutions.

Conceptual model covering paternalistic leadership, employee creativity and psychological safety as an intermediary role has been suggested. A questionnaire was applied to 600 employees of three hospitals in Izmir voluntarily and 531 questionnaire data were obtained to test the proposed model. Statistical Package for the Social Sciences-23 and Amos-18 were the statistical software used to analyze the data.

The results suggest that paternalistic leadership positively affects employee creativity and psychological safety plays a mediating role in this relationship. While the effects of paternalistic leadership on employee resourcefulness are readily available, paternalistic leadership's mechanisms need elucidation.

Previous studies have addressed issues, such as employees' job satisfaction and organizational commitment, covering Far East countries. Yet, the present research's findings enhance the cultural understanding of the conditions, where the paternalistic leader affects employee creativity. Moreover, leader affects must have managerial contributions to institutions.

Integrating the pathway model of meaningful work and the intrinsic motivation principle of creativity, the authors investigate why, when and how paternalistic leadership relates to employee creativity in the Chinese organizational context. The authors suggest that the meaning of work (MOW) mediates the relationship between paternalistic leadership and employee creativity. The authors further identify perspective taking as a moderator in the mediated relationship for the path from MOW to creativity.

The authors relied on a sample of 340 employee-supervisor dyads collected from multiple organizations located in Eastern China to test the study hypotheses.

Results indicated that MOW mediated the positive relationships between the benevolence and morality dimensions of paternalistic leadership and employee creativity, and the negative relationship between the authoritarianism dimension of paternalistic leadership and employee creativity. Further, the indirect relationships between the three dimensions of paternalistic leadership (i.e. authoritarianism, benevolence and morality) and employee creativity through MOW were more pronounced when perspective taking was higher rather than lower.

Through a meaning-based perspective, the authors demonstrate that a culture-specific managerial philosophy (i.e. paternalistic leadership) shapes Chinese employees' perceptions of meaningful work and their subsequent creative performance. This paper complements the dominant focus on Western leadership in the creativity literature and denotes that paternalistic leadership matters for employee creativity in Chinese organizations.

Studies have shown that teachers' perceptions and expectations of their working environment shape their perceived stress. The present study draws upon implicit leadership theory and builds on the job demands-control (JD-C) model to investigate whether there are differences in the implications of participative decision-making and paternalistic leadership for teachers' perceived stress in the Israeli Arab education system.

Data were collected through validated questionnaires returned by a two-stage cluster random sampling of 350 teachers randomly chosen from 70 Israeli Arab elementary schools. Paternalistic leadership and participative decision-making were considered as group-level variables to lower the risk of common method variance. The proposed model was tested through hierarchical regression analysis. Finally, to test the hypothesis that paternalistic leadership and participative decision-making standardized beta weights were statistically significantly different from each other, their corresponding 95% confidence intervals were estimated via bias corrected bootstrap (1000 re-samples).

The findings indicated differences in the levels of the principal's paternalistic leadership and participative decision-making as perceived by the Israeli Arab teachers. Also, the results indicated that participative decision-making was negatively correlated with teachers' perceived stress beyond the influence of paternalistic leadership.

Examining teachers' working conditions and resources can be important since they affect teachers' perceived stress, which may in turn affects school results in the Arab education system in Israel. This study can contribute to the development of training programs for teachers to improve and adapt principals' leadership practices to the sociocultural context of the Arab education system in Israel.

Using a multilevel model, this study examined how paternalistic leadership behaviors, including authoritarianism, morality and benevolence, influence followers' performance.

A 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.

The 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.

The data were collected in a manufacturing firm in China, it is difficult to generalize the results to other settings.

Managers should use their abilities and skills to interpret which paternalistic leadership styles their followers prefer, so as to improve their performance.

This 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.