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Paternalistic Leadership, Team Conflict, and TMT Decision Effectiveness: Interactions in the Chinese Context

Published online by Cambridge University Press:  26 November 2015

Lu Chen ,
Baiyin Yang  and
Runtian Jing
Lu Chen*
Affiliation:
University of Electronic Science and Technology of China, China
Baiyin Yang
Affiliation:
Tsinghua University, China
Runtian Jing
Affiliation:
Shanghai Jiao Tong University, China
*
Corresponding author: Lu Chen (chenlu@uestc.edu.cn)
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Abstract

In this article, we propose that types of CEO paternalistic leadership will affect the effectiveness of top management team (TMT) decisions, and that team conflict will play a mediating role in the relationship between CEO paternalistic leadership and decision effectiveness in the Chinese context. Data collected from 108 TMTs in China suggest that dimensions of paternalistic leadership significantly affect decision effectiveness: benevolent and moral leadership positively affect TMT decision effectiveness, but authoritarian leadership has negative effects on TMT decision effectiveness. In addition, cognitive and affective team conflicts partially mediate the links between paternalistic leadership types and decision effectiveness. The results suggest that CEO paternalistic leadership approaches and conflict modes significantly determine TMT decision effectiveness.

Keywords

decision effectivenesspaternalistic leadershipteam conflicttop management team
Type
Articles
Information
Management and Organization Review , Volume 11 , Issue 4: Special Issue Expanding Research on Family Business in China , December 2015 , pp. 739 - 762
Copyright
Copyright © The International Association for Chinese Management Research 2015 

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