Table 6.3.Revised construct domain of paternalistic leadership
dimensions.
Original domain (Farh and
Cheng, 2000 ) Revised domain
Authoritarian leadership
Authority and control
Unwilling to delegate
Top-down communication
Information secrecy
Tight control
Image-building
Act in a dignified manner
Exhibit high self-confidence
Information manipulation
Didactic behaviour
Insist on high performance
standards
Reprimand subordinates for
poor performance
Provide guidance and
instructions for improvements
Underestimation of subordinate
competence
Ignore subordinate suggestions
Belittle subordinate contributions
Authority and control
Expect obedience
Insist on making final
decisions on key issues
Guard key information tightly
Tight control
Reputation-building
Act in a dignified manner
Exhibit high self-confidence
Strict discipline
Insist on high performance
standards
Do not tolerate low
performance
Do not compromise on core
company values
Apply strict discipline
Benevolent leadership
Individualized care
Treat employees as family
members
Provide job security
Assist during personal crises
Show holistic concern
Avoid embarrassing subordinates in
public
Leave room even in extreme cases
Individualized care in non-work
domain
Treat employees as family
members
Assist during personal crises
Show holistic concern
Avoid embarrassing
subordinates in public
194 Jiing-lih Farhet al.