%0 Journal Article
%T Paternalistic vs. Servant Leadership: Pathways to Job Satisfaction and Organizational Commitment through Reduced Political Perceptions
%A John M. Carter
%A Emily Rhodes
%J Annals of Organizational Culture, Leadership and External Engagement Journal
%@ 3108-4176
%D 2020
%V 1
%N 1
%R 10.51847/Cwps6j8PW1
%P 72-87
%X For many decades, leadership behavior and style have remained central topics for organizational scholars. Academics maintain that when leaders apply a particular approach that aligns with their potential, it can substantially shape organizational performance. This research explores whether two specific leadership styles—paternalistic and servant leadership—positively affect employees’ work attitudes (including job satisfaction and commitment) and simultaneously reduce negative workplace perceptions, such as organizational politics. Using responses from 320 employees representing six districts and 115 offices of Pakistan’s largest public electricity distribution company, the relationships among the studied factors were assessed. Analysis through structural equation modeling confirmed that both leadership types enhance employee satisfaction and commitment while diminishing political perceptions. Moreover, the findings revealed that perceived organizational politics mediates the link between paternalistic leadership and employee attitudes, but no such mediation appeared for servant leadership. These findings enrich current literature by offering empirical insights into which leadership styles are most advantageous for public institutions in Asian contexts. Future studies and implications are also discussed.
%U https://apsshs.com/article/paternalistic-vs-servant-leadership-pathways-to-job-satisfaction-and-organizational-commitment-thr-bfbsemhyogcbvpe