The Mediating Role of Engagement and Culture in the Relationship Between Paternalism, Organizational Identification, and Voice Behavior
Keywords:
Paternalistic leadership, voice behavior, engagement, culture, organizational identification
Abstract
This study investigates the mediating effects of work engagement and organizational culture on the relationships between paternalistic leadership, organizational identification, and voice behavior among managers in Jordanian shareholding industrial companies. The research population comprises 3,612 top and middle-level managers across 239 companies, as identified through data from the Jordanian Ministry of Industry and Trade. A large enterprise is defined as having 500 or more employees. Employing a stratified random sampling technique, a minimum required sample size of 347 managers was determined. Of the 400 distributed questionnaires, 347 were returned, and 318 were deemed valid for analysis, resulting in a usable response rate of 79.5%. The study applied a quantitative research design and utilized Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS software for data analysis. The results of the study revealed several significant relationships. First, paternalistic leadership was found to have a positive and direct effect on both organizational identification and voice behavior. Additionally, cultural values demonstrated a significant and positive direct influence on organizational identification as well as on voice behavior. Similarly, work engagement exhibited a positive and direct impact on organizational identification and voice behavior. Moreover, the study identified important mediating effects. Cultural values were shown to mediate the positive relationship between paternalistic leadership and organizational identification, as well as between paternalistic leadership and voice behavior. Likewise, work engagement served as a mediator in the relationship between paternalistic leadership and both organizational identification and voice behavior, reinforcing the role of engagement in strengthening leadership outcomes.
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References
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34. Nal, S. (2020). The effect of paternalistic leadership on organizational citizenship behavior and the mediating role of work engagement. Business and Economics Research Journal, 11(1), 231–248. https://doi.org/10.20409/berj.2020.241
35. Nisar, Q. A., Ali, F., Ryu, K., & Abbasi, G. H. (2020). Paternalistic leadership and innovative behavior: The mediating role of psychological empowerment and the moderating role of power distance. Current Issues in Tourism, 23(20), 2546–2563. https://doi.org/10.1080/13683500.2019.1612613
36. Nwanzu, C. L., & Babalola, S. S. (2019). Employee voice and organizational identification: The role of perceived insider status. African Journal of Business Management, 13(17), 588–595. https://doi.org/10.5897/AJBM2019.8822
37. Öge, E., Çetin, M., & Top, S. (2018). The effects of paternalistic leadership on workplace loneliness, work family conflict and work engagement among air traffic controllers in Turkey. Journal of air transport management, 66, 25-35.
38. Ötken, A. B., & Cenkci, T. (2012). The impact of paternalistic leadership on ethical climate: The moderating role of trust in leader. Journal of Business Ethics, 108(4), 525–536.
39. Pellegrini, E. K., Scandura, T. A., & Jayaraman, V. (2010). Cross-cultural generalizability of paternalistic leadership: An expansion of leader–member exchange theory. Group & Organization Management, 35(4), 391–420.
40. Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326
41. Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
42. Shin, S. J., & Choi, J. N. (2022). The role of organizational culture in enhancing employee voice behavior: Evidence from paternalistic leadership. Journal of Business Research, 145, 203-212.
43. Suifan, T. S., Diab, H., Alhyari, S., & Sweis, R. J. (2020). Does ethical leadership reduce turnover intention? The mediating effects of psychological empowerment and organizational identification. Journal of Human Behavior in the Social Environment, 30(4), 410-428.
44. Van Dick, R., Wagner, U., & Dauen, H. (2018). Organizational identification and organizational citizenship behavior: A meta-analytic study. Journal of Organizational Behavior, 39(4), 373-389.
45. Van Knippenberg, D., & Sleebos, E. (2006). Organizational identification and organizational culture: A review of the literature. Journal of Organizational Behavior, 27(6), 707-723.
46. Wu, Y. C., & Tsai, P. J. (2012). Multidimensional relationships between paternalistic leadership and perceptions of organizational ethical climates. Psychological Reports, 111(2), 509–527.
47. Zhang, Y., & Xie, J. (2022). Rethinking paternalistic leadership in modern workplaces: Balancing authority and autonomy. Leadership Quarterly, 33(1), 101–115.
48. Zhang, Y., Huai, M. Y., & Xie, Y. H. (2015). Paternalistic leadership and employee voice in China: A dual process model. The Leadership Quarterly, 26(1), 25–36.
49. Zhao, H., Teng, F., & Wu, Q. (2019). Leader humility and follower organizational citizenship behavior and job performance: The role of follower self-efficacy and leader–follower value congruence. Group & Organization Management, 44(3), 394–422. https://doi.org/10.1177/1059601117731430
2. Alqhaiwi, Z. O. A. (2023). Excellence in Leadership in Jordan: The Role of Mindfulness (Doctoral dissertation, Swinburne University of Technology Melbourne, Australia).
3. Alvesson, M. (2012). Organizational culture: Meaning, discourse, and identity. Sage.
4. Ashfaq, M. B., & Siddiqui, D. A. (2020). Paternalistic Leadership and Followers’ Innovative Behavior in Pakistan: The mediatory role of Ethical Climate, Psychological Empowerment and Team Identification. Psychological Empowerment and Team Identification (December 29, 2020).
5. Avey, J. B., Wernsing, T. S., & Luthans, F. (2009). Can positive employees help positive organizational change? Journal of Applied Behavioral Science, 45(4), 481-505.
6. Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory. In Wellbeing: A Complete Reference Guide (Vol. 2, pp. 37-64). Wiley-Blackwell.
7. Burris, V. (2012). The risks and rewards of speaking up: Managerial responses to employee voice. Academy of Management Journal, 55(4), 1056-1074.
8. Chan, A. W. (2006). Organizational identification: A case study of a Singaporean retail firm. Journal of Communication Management, 10(3), 274–287. https://doi.org/10.1108/13632540610681121
9. Chen, Y., & Farh, J.-L. (2021). Leadership styles and their effects in cross-cultural contexts: The interplay of cultural values. Journal of International Business Studies.
10. Cheng, B. S., Chou, L. F., & Wu, H. M. (2004). Paternalistic leadership and subordinate outcomes: A dual process model of paternalism in organizations. Asian Journal of Social Psychology, 7(3), 187-195.
11. Cheng, M. Y., & Wang, L. (2015). The mediating effect of ethical climate on the relationship between paternalistic leadership and team identification: A team-level analysis in the Chinese context. Journal of Business Ethics, 129(3), 639–654.
12. Davila, M. C. (2012). Organizational identification and organizational commitment in Spanish and Mexican employees. Revista de Psicología del Trabajo y de las Organizaciones, 28(1), 1–8. https://doi.org/10.5093/tr2012a1
13. De Roeck, K., El Akremi, A., & Swaen, V. (2016). Consistency matters: How and when does corporate social responsibility affect employees’ organizational identification? Journal of Management Studies, 53(7), 1141–1168. https://doi.org/10.1111/joms.12216
14. Detert, J. R., & Burris, V. F. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4), 869-884.
15. Ensari, N., Erkılıç, E., & Karabay, M. E. (2020). The effect of work engagement on employee voice behavior: The mediating role of psychological empowerment. Business & Management Studies: An International Journal, 8(4), 2915–2935. https://doi.org/10.15295/bmij.v8i4.1615
16. Farh, J.-L., Liang, J., Chou, L.-F., & Cheng, B.-S. (2008). Paternalistic leadership in Chinese organizations: Research progress and future research directions. In Leadership and Management in China: Philosophies, Theories, and Practices (pp. 171–205). Cambridge University Press.
17. Fehr, R., & Gelfand, M. J. (2012). The forgiving organization: A multilevel model of forgiveness at work. Academy of Management Review, 37(4), 664–688.
18. Gelfand, M. J., Erez, M., & Aycan, Z. (2017). Cross-cultural organizational behavior. Annual Review of Psychology, 68, 335-359.
19. Göncü, A., Aycan, Z., & Johnson, R. E. (2014). Effects of paternalistic and transformational leadership on follower outcomes. The International Journal of Management and Business, 5 (1), 36–58.
20. Gozukara, I., & Simsek, O. F. (2015). Role of leadership in employees’ work engagement: Organizational identification and job autonomy. International Journal of Business and Management, 10(3), 126–138. https://doi.org/10.5539/ijbm.v10n3p126
21. Guchait, P., Lanza-Abbott, J., Madera, J. M., & Dawson, M. (2016). Should organizations be forgiving or unforgiving? A two-study replication of how forgiveness climate in hospitality organizations drives employee attitudes and behaviors. Cornell Hospitality Quarterly, 57(4), 379–395.
22. Gupta, M., & Kumar, A. (2023). The role of paternalistic leadership in shaping organizational commitment and voice behavior: The mediating effect of work engagement. Leadership & Organization Development Journal, 44(6), 702-719.
23. Harrison, S.H.; Ashforth, B.E.; Corley, K.G (2008). Identification in organizations: An examination of four fundamental questions. J. Manag. 34, 325–374.
24. Huang, S., & Yin, H. (2024). The relationships between paternalistic leadership, teachers’ emotional labor, engagement, and turnover intention: A multilevel SEM analysis. Teaching and Teacher Education, 143, 104552.
25. Jia, J., Wang, Y., & He, W. (2021). Paternalistic leadership and employee outcomes: The mediating roles of emotional commitment and organizational identification. Journal of Organizational Behavior, 42(5), 709-727.
26. Judeh, M. (2020). Effect of work environment on employee engagement: Mediating role of ethical decision-making. Problems and Perspectives in Management, 19(3), 221.
27. Khan, A. A., & Gul, A. (2020). Interactive effects of paternalistic leadership and Islamic work ethics on employees’ psychological safety: Evidence from Pakistan. Journal of Islamic Business and Management, 10(1).
28. Klein, H. J., Molloy, J. C., & Brinsfield, C. T. (2009). Reconceptualizing workplace commitment to redress a stretched construct: Revisiting assumptions and removing confounds. Academy of Management Review, 34(3), 279–314. https://doi.org/10.5465/amr.2009.40631866
29. Korkmaz, O., Aydin, R., & Usta, R. (2018). The effect of paternalistic leadership on employee voice behavior: The mediating role of organizational trust. International Journal of Organizational Leadership, 7(4), 427–439. https://doi.org/10.33844/ijol.2018.60423
30. Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30. https://doi.org/10.1111/j.1754-9434.2007.0002.x
31. Mohammad, A. M., Menhat, M., Mohd Zaideen, I. M., Izwaan Saadon, M. S., & Hussein, A. A. (2022). Leadership Styles on Employee Performance Among Supervisors of Petroleum Retailing Sector in Jordan: Employee Engagement as a Mediator. International Journal of Sustainable Development & Planning, 17(4).
32. Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. Academy of Management Annals, 5(1), 373–412. https://doi.org/10.5465/19416520.2011.571767
33. Morrison, E. W. (2014). Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior, 1, 173-197.
34. Nal, S. (2020). The effect of paternalistic leadership on organizational citizenship behavior and the mediating role of work engagement. Business and Economics Research Journal, 11(1), 231–248. https://doi.org/10.20409/berj.2020.241
35. Nisar, Q. A., Ali, F., Ryu, K., & Abbasi, G. H. (2020). Paternalistic leadership and innovative behavior: The mediating role of psychological empowerment and the moderating role of power distance. Current Issues in Tourism, 23(20), 2546–2563. https://doi.org/10.1080/13683500.2019.1612613
36. Nwanzu, C. L., & Babalola, S. S. (2019). Employee voice and organizational identification: The role of perceived insider status. African Journal of Business Management, 13(17), 588–595. https://doi.org/10.5897/AJBM2019.8822
37. Öge, E., Çetin, M., & Top, S. (2018). The effects of paternalistic leadership on workplace loneliness, work family conflict and work engagement among air traffic controllers in Turkey. Journal of air transport management, 66, 25-35.
38. Ötken, A. B., & Cenkci, T. (2012). The impact of paternalistic leadership on ethical climate: The moderating role of trust in leader. Journal of Business Ethics, 108(4), 525–536.
39. Pellegrini, E. K., Scandura, T. A., & Jayaraman, V. (2010). Cross-cultural generalizability of paternalistic leadership: An expansion of leader–member exchange theory. Group & Organization Management, 35(4), 391–420.
40. Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326
41. Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
42. Shin, S. J., & Choi, J. N. (2022). The role of organizational culture in enhancing employee voice behavior: Evidence from paternalistic leadership. Journal of Business Research, 145, 203-212.
43. Suifan, T. S., Diab, H., Alhyari, S., & Sweis, R. J. (2020). Does ethical leadership reduce turnover intention? The mediating effects of psychological empowerment and organizational identification. Journal of Human Behavior in the Social Environment, 30(4), 410-428.
44. Van Dick, R., Wagner, U., & Dauen, H. (2018). Organizational identification and organizational citizenship behavior: A meta-analytic study. Journal of Organizational Behavior, 39(4), 373-389.
45. Van Knippenberg, D., & Sleebos, E. (2006). Organizational identification and organizational culture: A review of the literature. Journal of Organizational Behavior, 27(6), 707-723.
46. Wu, Y. C., & Tsai, P. J. (2012). Multidimensional relationships between paternalistic leadership and perceptions of organizational ethical climates. Psychological Reports, 111(2), 509–527.
47. Zhang, Y., & Xie, J. (2022). Rethinking paternalistic leadership in modern workplaces: Balancing authority and autonomy. Leadership Quarterly, 33(1), 101–115.
48. Zhang, Y., Huai, M. Y., & Xie, Y. H. (2015). Paternalistic leadership and employee voice in China: A dual process model. The Leadership Quarterly, 26(1), 25–36.
49. Zhao, H., Teng, F., & Wu, Q. (2019). Leader humility and follower organizational citizenship behavior and job performance: The role of follower self-efficacy and leader–follower value congruence. Group & Organization Management, 44(3), 394–422. https://doi.org/10.1177/1059601117731430
Published
2025-06-24
How to Cite
Allouzi, H., & Yucel, R. (2025). The Mediating Role of Engagement and Culture in the Relationship Between Paternalism, Organizational Identification, and Voice Behavior. European Scientific Journal, ESJ, 42, 457. Retrieved from https://eujournal.org/index.php/esj/article/view/19675
Section
ESI Preprints
Copyright (c) 2025 Hala Allouzi, Recep Yucel
This work is licensed under a Creative Commons Attribution 4.0 International License.
