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Journal of Management
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Paternalistic Leadership: A Review and Agenda for Future Research

Ekin K. Pellegrini

University of Missouri-St. Louis, College of Business Administration, Department of Management, St. Louis, MO 63121, pellegrinie{at}umsl.edu

Terri A. Scandura

University of Miami, School of Business Administration, Department of Management, Coral Gables, FL 33124

The growing interest in paternalistic leadership research has led to a recent proliferation of diverse definitions and perspectives, as well as a limited number of empirical studies. Consequently, the diversity of perspectives has resulted in conceptual ambiguities, as well as contradictory empirical findings. In this article, the authors review research on paternalistic leadership in an effort to assess the current state of the literature. They investigate the construct of paternalistic leadership and review the findings related to its outcomes and antecedents as well as the various measurement scales used in paternalistic leadership research. On the basis of this review, the article concludes with an agenda for future theoretical and empirical research on this emerging and intriguing new area for leadership research.

Key Words: cross-cultural • leadership • paternalism • paternalistic leadership

Journal of Management, Vol. 34, No. 3, 566-593 (2008)
DOI: 10.1177/0149206308316063
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