Paternalism: Towards Conceptual Refinement and Operationalization

Abstract

In this chapter, the author focuses on the conceptualization and operationalization of one of the most prevalent cultural and managerial characteristics in Asian, Middle-Eastern and Latin American cultures--paternalism. The author notes that although paternalism has negative connotations in the economically developed nations, it has positive implications in cultures where it is rooted in indigenous psychologies including Confucianism and familialism. The author presents an analytical overview of the ways in which paternalism is construed differently in various cultural contexts and concurs that it's meaning and functions cannot be constructed without taking the cultural context into consideration. The author proposes on the basis of two dimensions (i.e., behavioral manifestations and underlying intentions), a conceptual framework to distinguish among four types of leadership approaches: benevolent paternalism, exploitative paternalism, authoritarian approach, and authoritative approach. The author demonstrates that paternalism is not a unified construct, and that it is not equal to authoritarianism. The author concludes by describing three distinct empirical studies that test the conceptual model as well as the development and validation of the measure to assess paternalism. (PsycINFO Database Record (c) 2017 APA, all rights reserved)