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Paternalistic leaders provide care, nurturance, and guidance to employees in their professional and personal lives in a parental manner, and, in exchange, expect loyalty and deference from employees. This study aims at investigating how the paternalistic leadership (PL) prototype converges and diverges with prototypes of transformational, authoritarian, participative, and nurturant-task leadership (NTL) in six countries representing high power distance and collectivism (China, Turkey, and Pakistan) and low power distance and individualism (the United States, Germany, and the Netherlands). A total of 1272 employees from six countries participated in this study. Findings revealed that the PL prototype converged more strongly with authoritarian leadership and NTL in hierarchical and collectivistic cultures than in egalitarian and individualistic ones. The relationship of the PL prototype with that of transformational and participative leadership was similar across cultures. Theoretical and managerial implications of these findings for international business are discussed.

Background Effective teamwork is essential for patient safety and quality of care in intensive care units (ICUs), where complexity, high cognitive demands, and multidisciplinary collaboration prevail. Despite its critical role, there is a lack of validated instruments specifically designed to assess teamwork effectiveness in ICUs. This study aimed to develop and validate a context-specific tool—the Teamwork Effectiveness Scale in Intensive Care Units (TES-ICU). Methods The study was conducted in two phases. In Study 1, a comprehensive item pool was generated through literature review and expert evaluation. Items were tested for clarity and distributional properties, and an exploratory factor analysis (EFA) was used to refine the pool. In Study 2, the psychometric properties of the resulting 30-item TES-ICU were evaluated using a nationwide sample of ICU professionals in Türkiye ( N  = 716). Validity was assessed by examining associations with job satisfaction, organizational commitment, burnout, and turnover intention. Reliability was evaluated using Cronbach’s alpha. Results EFA revealed a three-factor structure explaining 56.76% of the variance: (1) Teamwork Effectiveness (16 items), (2) Effective Communication and Error Management (11 items), and (3) Effective Leadership (3 items). All subscales demonstrated high internal consistency (α > 0.85). The TES-ICU showed strong construct validity; it was positively associated with job satisfaction and commitment and negatively associated with burnout and turnover intention. Conclusions The TES-ICU is a reliable and valid tool to assess teamwork effectiveness in ICU settings. It can guide interventions aimed at improving team dynamics, enhancing staff well-being, and ultimately contributing to better patient outcomes. The 16-item core scale may be used as a shorter form for research or quality improvement efforts.

A cross-national study, 49 samples in 38 nations (n = 4,344), investigates whether national peace and conflict reflect ambivalent warmth and competence stereotypes: High-conflict societies (Pakistan) may need clearcut, unambivalent group images distinguishing friends from foes. Highly peaceful countries (Denmark) also may need less ambivalence because most groups occupy the shared national identity, with only a few outcasts. Finally, nations with intermediate conflict (United States) may need ambivalence to justify more complex intergroup-system stability. Using the Global Peace Index to measure conflict, a curvilinear (quadratic) relationship between ambivalence and conflict highlights how both extremely peaceful and extremely conflictual countries display lower stereotype ambivalence, whereas countries intermediate on peace-conflict present higher ambivalence. These data also replicated a linear inequality–ambivalence relationship.

Despite considerable awareness about various forms and meanings of participative decision-making (PDM) in different parts of the world, there is less agreement on the causes of variation in PDM. This article argues that among other exogenous (e.g. sociopolitical, legal, historical) forces, the sociocultural context plays an important role in the observed differences among PDM approaches and practices across nations. Similarly, subcultures and organizational cultures may influence PDM within nations. Two cultural dimensions: individualism-collectivism and power distance, are linked with four widespread employee participation approaches: face-to-face PDM, collective PDM, pseudo-PDM, and paternalistic PDM. The attributes of each PDM form, including the cultural determinants, underlying beliefs, the types of decisions made, and the relationship between a specified form and other PDM meanings (e.g. self-managing teams) are elaborated.

The present study investigates (1) the relationship of different leadership styles (transactional, transformational, authoritarian, paternalistic) with mobbing behaviors of superiors (i.e., downward mobbing) and (2) organizational attitudes (job satisfaction, organizational commitment, turnover intention) of mobbing victims. Data were collected from 251 white-collar employees. Path analysis findings showed that transformational and transactional leadership decreased the likelihood of mobbing, whereas authoritarian leadership increased it. Paternalistic leadership was mildly and negatively associated with mobbing. Regarding the consequences of mobbing for employees' organizational attitudes, the same analyses suggested that higher perceptions of downward mobbing was significantly associated with lower job satisfaction, lower affective commitment, higher continuous commitment, and higher turnover intention.

The severity of environmental crises continues to escalate. Given that organizations are prominent contributors to those crises, it is important to understand the behaviours of the leaders of such organizations regarding environmental preservation. In this Review, we synthesize the literature on green leadership, defined as leadership that aims for environmental sustainability within organizations. First, we describe various green leadership styles and discuss the extent to which they can be considered as a single construct. Next, we describe the predictors and outcomes of green leadership and review the mediating and moderating mechanisms that link green leadership to favourable outcomes. We conclude by presenting future research directions that address limitations in the extant literature. Because organizations are prominent contributors to ongoing environmental crises, it is important to understand the behaviours of the leaders of such organizations regarding environmental preservation. In this Review, Aycan et al. describe and compare green leadership theories and synthesize research on the predictors and outcomes of green leadership.

The overarching purpose of the study was to investigate the role of three types of social support (i.e., spousal, childcare, and organizational support) in relation to work-family conflict (WFC) in dual-earner families with children ages 0-6 years. The relationship of WFC to psychological well-being and well-being in the domain of family was explored. Finally, the relationship of spousal support to psychological well-being and marital satisfaction was examined. A total of 434 participants (237 mothers, 197 fathers) in dual-earner families in Turkey with at least one preschool child participated in the study. The relative impact of childcare, spousal support, and organizational support on WFC and outcome variables was tested simultaneously for both men and women through structural equation modeling. Spousal support was related to WFC for women, whereas both spousal and organizational support were related to WFC for men. WFC had a negative relationship with psychological well-being, marital satisfaction, and parental role performance for both men and women. Implications of the results in relation to changing gender roles in a cultural context that is characterized by high collectivism and low gender egalitarianism are discussed. [PUBLICATION ABSTRACT]

This article reports the development and validation of a theory-based, short form measure of cultural intelligence (SFCQ). The SFCQ captures the original theoretical intent of a multifaceted culture general form of intelligence that is related to effective ¡ntercultural interactions. The validity of the scale is established with 3526 participants in five language groups from around the world. Results provide evidence for construct and criterion-related validity of the measure, and indicate that cultural intelligence is a single latent factor reflected in three intermediate facets. In support of construct validity the measure is modestly related to but distinct from emotional intelligence and personality and correlates positively with several indicators of multicultural experience. With regard to criterion-related validity, it relates as predicted to several dimensions of intercultural effectiveness. Implications for the measurement and understanding of culture and the influence of culture on management practice are discussed.

With data from 33 nations, we illustrate the differences between cultures that are tight (have many strong norms and a low tolerance of deviant behavior) versus loose (have weak social norms and a high tolerance of deviant behavior). Tightness-looseness is part of a complex, loosely integrated multilevel system that comprises distal ecological and historical threats (e.g., high population density, resource scarcity, a history of territorial conflict, and disease and environmental threats), broad versus narrow socialization in societal institutions (e.g., autocracy, media regulations), the strength of everyday recurring situations, and micro-level psychological affordances (e.g., prevention self-guides, high regulatory strength, need for structure). This research advances knowledge that can foster cross-cultural understanding in a world of increasing global interdependence and has implications for modeling cultural change.