PATERNALISTIC LEADERSHIP STYLE A ND ITS IMPLICATION ON WORK-PLACE RELATIONSHIP
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PATERNALISTIC LEADERSHIP STYLE AND ITS IMPLICATION ON WORK-PLACE RELATIONSHIP
CHAPITRE ONE
INTRODUCTION
1.1 Background of The Study
Organisations are founded all over the world, in both the public and private sectors, with the primary goal of achieving predetermined goals and objectives. Human components (workers) are critical to achieving these goals and objectives (Gberevbie, Joshua, Excellence-Oluye, & Oyeyemi, 2017).
This is due to the fact that, according to Gberevbie, Joshua, Excellence-Oluye, and Oyeyemi, (2017); Jain & Duggal, (2015), companies cannot achieve anything meaningful in terms of achieving their specified goals unless human resources galvanise all other resources.
Innovative remuneration structures, access to employee benefits, a pleasant work environment, an organization’s core values, career advancement opportunities, recognition, and employee engagement have all been linked to improved employee performance, which is a characteristic of workplace relationships (Armstrong & Murlis, 2004; Armstrong & Taylor, 2014; Popli & Rizvi, 2016).
Furthermore, previous research (Avolio, Walumbwa, & Weber, 2009; Trottier, Van Wart, & Wang, 2008; Yasir, Imran, Irshad, Mohamad, & Khan, 2016) found that leadership in an organisation, and its influence on the relationship between the organisational workforce, is at the top of the list of factors influencing employee commitment.
Leadership is described as the process by which one or more people persuade a group of others to do something. The term “leadership” has been applied to a wide range of contexts, including politics, business, academics, and social work.
Messick and Krammer (2004) contend that an individual’s potential to display leadership attributes is determined not just by his own characteristics and abilities, but also by the circumstances and situation in which he finds himself.
On the other side, how well managers or leaders understand and apply appropriate leadership styles in their roles as managers or leaders influences how well workers in the organisation connect, relate, and contribute to the organization’s resources being harnessed.
As a result, leadership styles, among other factors, have a significant impact in the development of workplace relationships and organisational productivity. Fry (2003) defines leadership as “the use of a leading approach to provide motivation, maximise the potential for growth of the staff, and promote palatable workplace relationships within the company.”
Top-down, command-and-control leadership styles have been accused of being used by organisational leaders in some parts of the world to lead their subordinates, which frequently results in negative reactions from their subordinates (employees) and impedes cordiality between the two parties (Akinbode & Fagbohunde, 2012).
Employee demotivation and a decrease in employee commitment are among the repercussions of these leadership approaches. The study focuses on paternalistic leadership, which is one of several forms of leadership.
According to Silin (1976), a paternalistic leadership style is an act of dealing with subordinates that incorporates discipline, fatherly authority, and morality. According to this definition, paternalistic leadership consists of three components: authority, empathy, and moral leadership.
Authoritarianism is a type of leadership in which the leader has complete authority over his or her followers and each follower is required to obey the leader. While benevolent leadership comprises the leader leading subordinates with care and personalised attention for the well-being of the subordinate, moral leadership exhibits stronger moral traits, selflessness, and self-control.
A paternalistic leadership style is defined by three characteristics: benevolence, morale, and authoritarianism. Among these, benevolence is synonymous with elegance, showcasing a company owner’s undivided attention to subordinates. A business owner’s high personal values are exhibited by their ability to serve as a role model.
Because authoritarianism indicates the business owner’s authority and control, the leadership’s competency is based on coordination between the leader and its members. According to Bamford (2013), this leadership style necessitates leaders personally immersing themselves in their employees’ work life, and it has a substantial impact on defining the level of employee contact and involvement in the organisation. As a result, the focus of this research is on the paternalistic leadership style and its implications for workplace relationships.
1.2 Statement of the Problem
ineffectual, ineffectual leaders have a lot of negative implications for employees and the firm as a whole. Companies with poor leadership typically underperform; they lack vision, strong communication skills, and an appealing workplace culture.
Employee morale plummets and they become less loyal to the organisation and its purpose under the watchful eye of inadequate leaders and managers, resulting in lower-quality work and a slower pace of completion. A bad leadership style might impede management’s capacity to come up with fresh ideas and solve problems.
It also has a negative impact on working relationships. A weak leadership style has a negative impact on personnel and organisational performance, as evidenced by the myriad of concerns outlined above.
Most leadership research, as proposed by Kelly 2019; Sudha, 2016; and Yukl (2013), have identified a variety of leadership styles used by CEOs to operate firms. In organisational leadership studies, transformational leadership, transactional leadership,
laissez-faire leadership, and paternalistic leadership have been identified as the most often utilised leadership styles (Abasilim, 2014; Rehman, 2012; Rukmani, Ramesh, & Jayakrishnan, 2010). The focus of this study, however, is on paternalistic leadership.
In the workplace, paternalistic leadership is widely used to humanise and moralise it. According to Bamford (2013), paternalistic leadership is important in the organisational behaviour of employees and employers. As a result, it is vital that employees be encouraged not only to enhance their on-the-job performance but also to engage in positive working relationships.
According to Bamford (2013), this leadership style requires leaders to be personally connected in their workers’ work life, and it has a huge impact on determining the degree of employee relationships and involvement in the organisation.As a result, the purpose of this research is to evaluate the paternalistic leadership style and its consequences on workplace relationships.
1.3 Objectives of The Study
The overall goal of this research is to evaluate paternalistic leadership styles and their consequences on workplace relationships. To accomplish this, the research will specifically:
Determine whether or if a paternalistic leadership style fosters effective workplace connections.
Determine whether a paternalistic leadership style encourages workplace friendliness among employees and superiors.
Determine whether a paternalistic leadership style fosters moral values, selflessness, and self-discipline among organisational leaders.
1.4 Research Issue
The following questions will lead the research:
1) Is a paternalistic leadership style conducive to a good workplace relationship?
2) Does a paternalistic leadership style foster workplace friendship between employees and superiors?
3) Does the dopaternalistic leadership style foster moral values, selflessness, and self-discipline among organisational leaders?
1.5 Significance of The Study
Most Nigerian organisations have long had unfriendly leadership, with workers being controlled like slaves and treated like collaborating beggars. As a result, workers are dissatisfied with their jobs and productivity is low.
As a result, this study will once again enlighten managers and other leaders in the organisation on the need of using the leadership style in study to get the most out of people.
Additionally, it will be used as a literature review by succeeding scholars. This means that other students who intend to conduct research in this field will be able to access this study as available literature for critical assessment.
Invariably, the study’s findings add significantly to the body of scholarly information about paternalistic leadership styles and their consequences on workplace relationships.
1.6 Scope of The Study
The research is primarily concerned with paternalistic leadership styles and their effects on workplace relationships. The study will also determine whether a paternalistic leadership style creates productive workplace connections as well as workplace friendliness between employees and higher authorities.
The study will also determine whether a paternalistic leadership style develops moral values, selflessness, and self-discipline among organisational leaders. As a result, the survey will be carried out in Abuja by Dataplus Interactive Ltd., where the respondents would be acquired.
1.7 Limitations of the Study
The researcher encountered some difficulties while conducting this study, including time limits, budget constraints, language barriers, and the respondents’ attitudes. However, the researcher was able to handle them just to ensure the study’s success.
1.8 Definition of Terms
A leader is someone who has authority and directs the activities of others.
Leadership Style: A leader’s characteristic behaviours when directing, motivating, guiding, and managing groups of people are referred to as their leadership style.
Paternalistic Leadership Style: This is a managerial technique in which a strong authority person acts as a patriarch or matriarch and treats employees and partners as if they were members of a vast, extended family (Searchio 2021).
Employee: A person engaged by an employer in an organisation to work under another person known as the manager or the supervisor officer is referred to as an employee.
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