Subordinate responses to leadership: evidence from an emerging market firm

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dc.contributor.authorArbaiza, Lydia
dc.contributor.authorGuillén, Jorge
dc.date.accessioned2021-09-30T16:58:00Z
dc.date.available2021-09-30T16:58:00Z
dc.date.issued2016
dc.description.abstractThis paper was conducted to examine the effect of paternalistic and Western leadership style using a sample of 326 subordinates. Due to insufficient number of studies about the type of relationship between subordinates’ responses and leadership type, this study aimed to determine whether paternalistic and Western leadership has a positive impact on managing subordinates. The respondents are employed at a wide variety of firms around Peru, such as Banking, Informational Technology, Commerce, Supply Chain, Construction and Law. A quantile regression was conducted to determine the effects of different types of paternalistic leadership such as benevolent leadership, moral leadership, and authoritarian on subordinate responses. The findings revealed that paternalistic leadership had a positive influence on compliance and gratitude while transformational leadership had a positive influence on gratitude. The survey was limited to Lima due to the current researcher did not have access to subordinate interviews throughout the Latin American Region. The results of this study were relevant to leadership theory and practices that can be implemented in Peruvian firms.en_EN
dc.formatapplication/pdf
dc.identifier.citationArbaiza, A., & Guillén, J. (2016). Subordinate responses to leadership: evidence from an emerging market firm. International Journal of Organizational Leadership, 5(4), 433-442. https://doi.org/10.33844/ijol.2016.60343
dc.identifier.doihttps://doi.org/10.33844/ijol.2016.60343
dc.identifier.urihttps://hdl.handle.net/20.500.12640/2442
dc.language.isoeng
dc.publisherCanadian Institute for Knowledge Development
dc.publisher.countryCA
dc.relation.ispartofurn:issn:2383-1103
dc.relation.ispartofurn:issn:2345-6744
dc.relation.urihttps://ijol.cikd.ca/pdf_60343_86c888e52730e03d50d31ce3eff020c9.html
dc.rightsAttribution 3.0 Unported*
dc.rightsinfo:eu-repo/semantics/openAccess*
dc.rights.urihttps://creativecommons.org/licenses/by/3.0/
dc.subjectMoralen_EN
dc.subjectAuthoritarianen_EN
dc.subjectMorales_ES
dc.subjectBenevolent and Transformational Leadershipen_EN
dc.subjectAutoritarioes_ES
dc.subjectLiderazgo benevolente y transformacionales_ES
dc.subjectSubordinate Responsesen_EN
dc.subjectRespuestas subordinadases_ES
dc.subject.ocdehttps://purl.org/pe-repo/ocde/ford#5.02.04
dc.titleSubordinate responses to leadership: evidence from an emerging market firmen_EN
dc.typeinfo:eu-repo/semantics/article
dc.type.otherArtículo
dc.type.versioninfo:eu-repo/semantics/publishedVersion
local.author.orcidhttps://orcid.org/0000-0002-2795-4248
local.author.orcidhttps://orcid.org/0000-0002-4511-2108
oaire.citation.endPage442
oaire.citation.issue4
oaire.citation.startPage433
oaire.citation.titleInternational Journal of Organizational Leadership
oaire.citation.volume5
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