Abstract:

Management styles and behaviors of leaders closely affect the job performance of employees in organizations. These effects have been one of the most important and comprehensive research topics in recent years. Recently, generations has been an important issue at social media, daily life, and business life, and an effort has been made to understand generation differences. In this context, studies on generations which have different characteristics, attitudes, and thought patterns in business life and work under the same conditions have gained relative importance. The aims of this study within the framework of the emic approach are to determine the effects of paternalistic leadership, which is accepted in Eastern cultures and treats its employees as a father figure, on the job performance and job performance subdimensions of employees and to investigate whether this effect differs according to generations. To this end, a questionnaire was administered to 306 people belonging to the X, Y and Z generations working in the tourism sector in Antalya, Balıkesir, and Çanakkale. According to the results of the study, statistically significant and positive relationships were found between paternalistic leadership and job performance (β = 0.48, p < 0.01), contextual performance (β = 0.51, p < 0.01), and task performance (β = 0.37, p < 0.01). Additionally, in the relationship between paternalistic leadership and job performance, the X and Y generations (β = -0.26, p < 0.01) have a moderator effect. In other words, the effect of paternalistic leadership on job performance differs significantly according to the X and Y generations.

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