How does Leadership Effectiveness related to the Context? Paternalistic Leadership on non-financial Performance within a cultural Tightness- Looseness Model? * Korhan Arun, Cem Şen, Olcay Okun ** Abstract Current emphasis in culture research focuses on how leaders might change the culture to im‐ prove organizational performance. However, how culture affects organizational performance under active leadership relations research has resulted in conceptual ambiguities, as well as contradictory empirical findings. We argue that organizational culture moderates the effec‐ tiveness of leadership on organizational performance. We used an ethical approach to gener‐ alize paternalistic leadership in moderating Turkish organizational culture. The results indi‐ cate that paternalistic leadership functions are divided into two dimensions: family relation‐ ships and non-work life involvement, and the overall effects of paternalistic leadership on non-financial performance are unconnected to organizational culture, namely cultural tight‐ ness-looseness (CTL). Key Words: leadership effectiveness; paternalistic leadership; cultural tightness-looseness (CTL); non-financial performance. JEL Codes: M10, M12, M14 Introduction Defining effective leadership across cultures has been an important topic (House, Hanges, Javidan, Dorfman & Gupta, 2004). However, our current knowledge and insights are somewhat limited when researching within different cultural contexts. Some of the Western leadership styles that we also believe to be the “correct” style do not become effective in other or Asian cultures. Consequently, the scope of leadership in shaping the success or failure of organi‐ zational outcomes is uncertain. It is crucial to investigate which leadership style does and does not matter under different organizational contexts or cultures (Chan & Brief, 2005) where contextual differences are generally as diverse as national or corporate level (Marturano & Gosling, 2008). The effect of paternal‐ istic leadership on organizational outcomes is much of one in the leadership re‐ search area. However, there is still considerable disparity among authors for the * Received: 11.7.19, accepted: 3.1.20, 1 revision. ** Korhan Arun, Ph.D., Assoc. Prof., Namik Kemal Uni., Turkey. E-mail: korhanarun@gmail.com. Main research interests: leadership, management science, and strategic management. Cem Şen, Ph.D., Ministry of National Defense, Turkey. E-Mail: cem.sen@hotmail.com. Main research interests: organizational behaviour, human resources management, leader‐ ship, international and cross-cultural management, and strategic management. Olcay Okun, Ph.D., Ministry of National Defense, Turkey. E-mail: Olcayokun@yahoo.com. Main research interests: organizational behaviour, strategic plan‐ ning, organizational management, statistical analysis, and models. How does Leadership Effectiveness related to the Context? 503 JEEMS, 25 (3) 2020, 503 – 529 DOI: 10.5771/0949-6181-2020-3-503 https://doi.org/10.5771/0949-6181-2020-3-503 Generiert durch Annika Stenzel, Nomos Verlagsgesellschaft, am 09.11.2020, 11:58:24. Das Erstellen und Weitergeben von Kopien dieses PDFs ist nicht zulässig.