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The Impact of Paternalistic Leadership on Job Attitudes A Study on Sadat City University in Egypt
| Content Provider | Semantic Scholar |
|---|---|
| Author | Nafei, Wageeh A. |
| Copyright Year | 2019 |
| Abstract | The objective of the research is to identify the impact of Paternalistic Leadership (PL) on Job Attitudes (JA) in terms of Job Satisfaction (JS) and Organizational Commitment (OC) at Sadat City University (SCU) in Egypt. About 400 survey questionnaires were distributed. Multiple follow-ups yielded 300 statistically usable questionnaires. Survey responses were 75%. The research discovered a number of results: (1) PL has an impact on JA in terms of JS and OC. (2) The first hypothesis of the paper looked for the significance of the relationship between PL and JS. The research showed that there was a significant relationship between TL and JS (3) The second hypothesis looked for finding whether PL has significant capacity to influence OC. The research showed that there was a significant relationship between PL and OC. (4) There are three dimensions of PL which are benevolent leadership, moral leadership and authoritarian Leadership. These dimensions have a significant impact on JS and OC (5) The current research has shown that the dimensions of Paternalistic Leadership (benevolent leadership, moral leadership, and authoritarian leadership) play an important role in influencing the job attitudes of employees (6) SCU suffers from the widespread phenomenon of the leader's adherence to work-related information and not disclosing it to subordinates (7) The leader at SCU cares about the subordinates and takes care of the amount of work they do (8) The current research indicates that benevolent leadership ranked first, moral leadership came in second place, and authoritarian leadership came in third place. (9) The leader of the SCU is credible and honest. (10) The leader of SCU does not provide assistance to those who are absent from work or make recommendations for the development of the university The study referred to a number of recommendations, the most important of which are: (1) Leaders at SCU should engage subordinates in decision-making and allow them to express their opinions and suggestions. (2) Leaders in SCU should follow a differentiated behavior that is appropriate to each circumstance or situation to minimize or reduce the deviant behavior. (3) Leaders should exert pressure on subordinates at SCU. (4) Leaders should strive to develop a set of regulations and laws that determine the competencies and powers of managers and staff at SCU. (5) Leaders should make employees identical with SCU by adopting different means including generating a sense of being part of the university and involving it in decision-making. (6) Leaders at SCU should do more to improve positive staff behaviors and reduce deviant behaviors. (7) Leaders should strive to provide the principle of democracy in dealing with employees at SCU with the necessity of ethical aspects when dealing with subordinates. (8) Leaders at SCU should put restrictions on the practice of negative behaviors by activating a strict control system as well as applying strict rules towards those who do these behaviors. (9) Leaders at SCU should increase the awareness of individuals of the importance of the role they play, through the freedom to express their views and suggestions. (10) Leaders should provide justice among workers, in procedures, distribution and dealings at SCU in Egypt. |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | http://www.casestudiesjournal.com/Volume%208%20Issue%2011%20Paper%202.pdf |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
