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DC Field | Value | Language |
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dc.contributor.author | Erden, Pinar | - |
dc.contributor.author | Otken, Ayse Begum | - |
dc.date.accessioned | 2019-05-13T08:37:54Z | - |
dc.date.available | 2019-05-13T08:37:54Z | - |
dc.date.issued | 2019 | - |
dc.identifier.citation | Erden, P., & Otken, A. B. (2019). The dark side of paternalistic leadership : employee discrimination and nepotism. European Research Studies Journal, 22(2), 154-180. | en_GB |
dc.identifier.issn | 11082976 | - |
dc.identifier.uri | https://www.um.edu.mt/library/oar//handle/123456789/43077 | - |
dc.description.abstract | Purpose: Paternalistic leadership is a prevailing leadership style in environments characterized by high power distance, collectivism, and uncertainty avoidance and is a general aspect of family businesses. With this in mind, the purpose of this study is to investigate paternalistic leadership in Turkish business environment and test the relationship between paternalistic leadership and employee discrimination and nepotism. Design/Methodology/Approach: Data were collected by a questionnaire from 183 employees working in family owned companies located in Turkey. Convenience sampling was used. Findings: Findings indicate that benevolent and moral paternalistic leadership is negatively related to perceived discrimination in human resources practices like recruitment, hiring, promotion, assignments, delegation, evaluation, payment, rewards, training and working conditions. Finding of the study shows that when the leader behaves in an authoritarian way, employees specifically perceive nepotism in the hiring process. Practical Implications: This study sheds light on leadership literature by focusing on a leadership style that is viewed negatively in Western societies, but is found to be a socio-cultural characteristic of India, Pakistan, China and Turkey. It provides an important insight about Turkish culture and a prevailing leadership style which is paternalistic leadership. Originality/Value: The study is a unique one that combines paternalistic leadership, discrimination and nepotism in a research model. | en_GB |
dc.language.iso | en | en_GB |
dc.publisher | University of Piraeus. International Strategic Management Association | en_GB |
dc.rights | info:eu-repo/semantics/openAccess | en_GB |
dc.subject | Business ethics | en_GB |
dc.subject | Employee fringe benefits | en_GB |
dc.subject | Employee fringe benefits -- Law and legislation | en_GB |
dc.subject | Nepotism -- Turkey | en_GB |
dc.subject | Business ethics -- Turkey | en_GB |
dc.subject | Employee fringe benefits -- Turkey | en_GB |
dc.title | The dark side of paternalistic leadership : employee discrimination and nepotism | en_GB |
dc.type | article | en_GB |
dc.rights.holder | The copyright of this work belongs to the author(s)/publisher. The rights of this work are as defined by the appropriate Copyright Legislation or as modified by any successive legislation. Users may access this work and can make use of the information contained in accordance with the Copyright Legislation provided that the author must be properly acknowledged. Further distribution or reproduction in any format is prohibited without the prior permission of the copyright holder. | en_GB |
dc.description.reviewed | peer-reviewed | en_GB |
dc.publication.title | European Research Studies Journal | en_GB |
Appears in Collections: | European Research Studies Journal, Volume 22, Issue 2 |
Files in This Item:
File | Description | Size | Format | |
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The Dark Side of Paternalistic Leadership_ Employee Discrimination and Nepotism.pdf | 367.62 kB | Adobe PDF | View/Open |
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