Investigating aspects of paternalistic leadership within the job demands–resources model

Abstract The literature on the job demands–resources (JD-R) theory has flourished for past decade due to theory's simplicity and its applications in many areas of work life. However, is lacking how leaders can utilize this manage employees, especially Asian leadership context. Using JD-R theory, current study investigated each aspect paternalistic (i.e., benevolent leadership, authoritarian moral leadership) influence employees' resources meaningfulness at work), demands emotional cognitive demands), engagement, burnout processes involved. Four hundred thirty-one (431) full-time working employees (mean age: 31.58; female: 57.8%) from various organizations Malaysia participated study. structural equation modelling, study's results showed that was related higher engagement lower through (but not work). In contrast, while had no significant relationship or resources, with a mediation process found either relationship. Overall, revealed three contrasting mechanisms suggested may be practised countries.