Leadership styles refer to the different ways that leaders use to influence, communicate, motivate, and guide their teams. There are many different leadership styles, and the most effective style will vary depending on the situation, the team, and the leader themselves.
Some of the most common leadership styles include:
- Autocratic
- Paternalistic
- Democratic
- Laissez-faire
- Situational
Introduction to paternalistic leadership style
Paternalistic leadership is a style of leadership that resembles a family with the father-like approach with leaders listening to workers, explaining issues and consulting with the workforce, but not allowing them to take any decisions by themselves.
Paternalistic leaders will decide ‘what is best’ for both the business and the workforce while the workers are expected to be loyal to the firm and obedient to their leaders. Employees are frequently informed that the decision-makers, who have a genuine concern for workers’ interests but feel that ‘they know best’ in the end, are acting from a position of competence and legitimacy. Hence, any delegation of decision-making will be most unlikely since satisfying the safety and security needs of the workers is being given a priority.
Motivational effects of paternalistic leadership depend on several factors, including individual preferences, cultural context, and the leader’s genuine concern for employee well-being. While it can create a comfortable and secure work environment, it is crucial to balance care with fostering autonomy and individual growth for sustainable motivation.
A paternalistic leader is one who is in a better position than the workers to know what is best for the business and do what they think is best for the workers too. He will treat his employees as if they were family members by guiding them through a consultation process and acting to protect them from harm. Paternalistic leaders want workers to be happy in their jobs. Business objectives will be set by the manager only without true participation.
Although some consultation might take place with subordinates, the final decisions are taken by the leaders and employees are just informed what the decision is going to be. Because of not having any real power or influence, some workers will be dissatisfied with the apparent attempts of merely consultation.
Paternalistic leadership style is used in businesses where workers are young or inexperienced, hence do not have enough maturity to make decisions. Also, in firms with unskilled, untrained or newly appointed staff. This style is also appropriate in countries such as Japan, China or India where cultural setting has enabled people to do their best at work out of gratitude for their leaders.
However, paternalistic leadership is not suitable in business organizations with flatter organizational structures and informal structures where creative thinking and creativity are required for success. It will not work either when workers do not necessarily want their perceived interests to be dictated by someone else. It will only lead to disappointment in more experienced staff that would prefer to be delegated real decision-making power and given opportunities for participation.
There are two different types of paternalistic leadership depending on the perceptions and beliefs of the leader:
- A negative paternalistic style occurs when the leader perceives the workers as less than capable, so leads by guidance and control.
- A positive paternalistic style occurs when the leader perceives the workers as highly capable, so nurtures and develops the workers.
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In summary, in paternalistic leadership the leader acts as a ‘father figure’ by making decisions, but may consult. Leaders treat their employees as if they were family members by guiding them through a consultation process and acting in the best interest of their subordinates. Paternal leaders believe in the need to support staff so they are guiding and protecting the workers as a father protects children. In exchange, workers expected to be loyal and obedient.
