Linking paternalistic leadership and service behaviours through perceived support from supervisor and organisation: empirical evidence from the Pakistani healthcare sector

Muzammil Hussain, Trong Tuan Luu and Timothy Marjoribanks

Evidence-based HRM, 2025, vol. 14, issue 1, 104-119

Abstract: PurposeDrawing upon social exchange theory, this study aims to assess whether paternalistic leadership style (authoritarianism, benevolence and morality) influences employee in-role service behaviour and extra-role service behaviour, particularly patient-oriented organisational citizenship behaviour via a dual mediation mechanism, i.e. perceived supervisor support and perceived organisational support.Design/methodology/approachThe data were gathered from doctors and nurses working in Pakistan’s public, private and semi-government hospitals. We used SPSS and AMOS 27 to run structural equation modelling.FindingsResults revealed that authoritarianism was negatively associated with in-role service behaviour and patient-oriented organisational citizenship behaviour through perceived supervisor support and perceived organisational support. In contrast, benevolent and moral behaviours of leaders were positively associated with in-role service behaviour via perceived supervisor support and perceived organisational support. However, perceived supervisor support did not mediate the relations between paternalistic leadership dimensions and patient-oriented organisational citizenship behaviour.Originality/valueOur research advances the paternalistic leadership literature concerning paternalistic leadership and employees’ service behaviours through dual mediation mechanisms and in a relatively understudied sector and national context.

Keywords: Paternalistic leadership; In-role service behaviour; Patient-oriented citizenship behaviour; Social exchange theory; Perceived supervisory support; Perceived organisational support (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ebhrmp:ebhrm-06-2024-0196

DOI: 10.1108/EBHRM-06-2024-0196

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