Paternalistic Leadership: The Impact of the Benevolence Dimension on School Stakeholders
Abstract
This study explores the impact of the benevolence dimension of paternalistic leadership on various school stakeholders. Instead of addressing paternalistic leadership in its entirety, the research focuses specifically on benevolence, which is often regarded as its most visible and influential component, particularly in educational settings. The study aims to investigate how school leaders’ compassionate and supportive attitudes influence the general school climate, stakeholder relationships, and perceptions of leadership. A qualitative case study design was employed to provide an in-depth understanding of benevolent leadership practices in real-life school contexts. Data were collected through semi-structured interviews with school principals working at different school levels. These interviews focused on principals’ experiences related to the benevolence dimension of leadership, and the data were analyzed using content analysis techniques to identify common themes and patterns. The findings suggest that leaders’ benevolent approaches have a positive impact on the well-being, morale, and development of school stakeholders, including teachers, students, parents, and support staff. Moreover, such leadership practices enhance stakeholder trust, strengthen collaboration with families, and contribute to a positive and inclusive school culture. The study highlights that benevolence, when exercised strategically and equitably, can serve as a powerful tool for educational leaders to foster meaningful relationships and support the holistic development of their school communities. Ultimately, the research contributes to the literature on educational leadership by providing a focused examination of how compassion-driven leadership behavior shapes stakeholder experiences and promotes organizational well-being.
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References
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