Related Experiment Video
Updated: Aug 31, 2025

Applying an eMASS Customization Program as a Research Tool to Evaluate Consumer Benefits
Published on: September 27, 2019
The Relationship Between Market Culture, Clan Culture, Benevolent Leadership, Work Engagement, and Job Performance:
Michelle C C Lee1, Alyssa Y L Ding2
1School of Psychology, Massey University, Auckland, New Zealand.
Abstract:
Benevolent leadership is one of the leadership styles which provides a positive influence on employees. However, the current leadership literature has yet to investigate how benevolent leadership leads to job performance, the processes involved, the relationship between organizational culture and benevolent leadership, and the role of dark side of leaders in affecting this relationship. Using the leader-culture fit framework within an Eastern context, the current study first investigates the relationship between benevolent leadership and job performance through work engagement. The study then compares two contrasting organizational culture (i.e., market culture and clan culture) on benevolent leadership. Finally, the study investigates how leaders' dark triad affects the relationship between organizational culture and benevolent leadership. 374 full-time white-collar employees (Males = 54.01%; Mean age: 32.7 years) from various private organizations within the service industry participated in this study. The results showed that work engagement mediated benevolent leadership and job performance. Market culture showed a negative relationship with benevolent leadership while clan culture showed a positive relationship with benevolent leadership. Benevolent leadership mediated clan culture (but not market culture) and work engagement. Under a high market culture with a high dark triad leader, benevolent leadership is at its lowest level. Under a high clan culture with a low dark triad leader, benevolent leadership is at its highest level. The findings suggest the importance of benevolent leadership within a clan culture (rather than market culture), in aligning with the leader-culture fit framework in increasing employees' work engagement and job performance.
More Related Videos
Related Concept Videos
Cultural Influences on Personality
Relationship Formation
Secondary Motives: Power Motivation and Achievement Motivation
Power motivation is characterized by the desire to influence, control, or have an impact on others. It is shaped by an individual's experiences, social environment, and cultural context. People with high power motivation are...
Social Loafing
Social Proof
Secondary Motives: Affiliation Motivation and Aggression Motivation

