Özet:

The aims of this study are to determine the effects of paternalistic leadership style and paternal-istic leadership behaviours which are accepted in Eastern cultures on the organizational democ-racy perception (with its sub-dimensions) of employees and to investigate whether this effect changes according to generations (X and Y generations). For this purpose, a questionnaire was applied to 210 people working in Balıkesir Metropolitan Municipality. According to the results of the study, statistically significant and positive relationships were found between paternalis-tic leadership and organizational democracy perception (β = .69, p < .01) and which is the sub-dimensions of organizational democracy; participation (β = .72, p < .01), transparency (β = .67, p < .01), justice (β = .53, p < .01), equality (β = .53, p < .01), and accountability (β = .40, p < .01). However, the moderator effect of the X and Y generations (β = .04, p > .05) could not be determined in the relationship between paternalistic leadership and the perception of organizational democracy.

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