In this article I will examine the subtle changes in what is good leadership that have occurred over the past few decades, and how the modern perception of good business management and leadership skills has warped over time. Fast forward to 2012, and leaders have their salaries published in the financial reporting of the corporation. This sensitive disclosure has caused a wave of shareholder backlash in recent weeks – met equally by the disgust of the leader subordinates themselves. The second change in good leadership has resulted from the unbalancing of the developing economies away from primary (farming) and secondary (manufacturing) industry, and towards services. This has meant that leaders are trying to not only ‘direct’ the actions of workers, but also to ‘recruit’ them into the larger vision of the organisation. The changes outlined above are two of many incremental developments in the world of leadership. The historic and philosophical background for autocratic leadership may be explained by the influence of Confucianism in China. Moral leadership is related to the leader's moral character and ability to act as a role model for the employees. Although many western people and managers understand the importance of authoritative leadership in countries like China, an excessive use of autocratic measures will potentially backfire, and leave Chinese and Asian employees unhappy and frustrated. The essence of paternalistic leadership is therefore that leaders should try fostering a reciprocal balance between subjugation and care. This is the perfect resource for gathering leadership ideas, sharing as an effective leadership resource for your team and adding your own leadership articles if you choose.


Our leadership articles cover a wide variety of topics including leadership qualities, leadership skills, leadership ethics, leadership programs, business leadership, strategic leadership, leadership teams, executive leadership, leadership management and so many other leadership article topics. In the UK – the Companies Act 2006 states that if the total remuneration of all directors is greater than ?200k, then the full pay details of the highest paid director must be published.
The consequence of this seismic change in the economic landscape is that fewer ‘worker bees’ are required, and more creative individuals, educated professionals, and aspirational employees have emerged. An example would be the larger ‘manager class’ of workers in supermarkets  – almost all of whom began stacking shelves, but joined a management scheme because they exhibited the right leadership traits, and eventually marginally increased their wage. Why don’t you take a look at your own organisation, and see how the role of leaders has changed there over the past 30 years?
This philosophy entails that leaders have a legitimate right to exercise authority over subordinates, and that each subordinate has a moral duty to obey the superiors. In Confucianism the supervisor's legitimate right to lead is matched by loving care and respect for the individual employee.
Moral leaders treat people fairly, respect agreements, exhibit kindness and are not abusing their authority. Various studies show that excessive authoritative leadership is likely to lead to undesirable consequences for the relationship between leaders and followers.
A paternalistic manager type may therefore be seen as a soft theory x manager, who balances autocratic leadership with care and benevolence. With the help of many talented authors, we have compiled a wealth of information on every aspect of leadership we could think of.


All payroll information was top-secret, and salaries of the board members were sometimes not even known by other board members. Leaders now feel more like they must ‘justify’ their salary to their subordinates, and are therefore less likely to make huge demands of employees without also showing that they are putting in ‘super’ levels of effort and hours to make the company a success.
The management route is now on the table in almost every organisation, and is pushed to lower-level employees as a way of tethering themselves to the company, and motivating them to excel in their job in the hope of beginning a career path out of a entry-level job. Paternalistic Leadership is a native Chinese leadership style, which is deeply rooted in China's patriarchal tradition and in Confucianism. It is therefore expected that leaders are willing to take final decisions, and that leaders carry out a close monitoring of workers. The essence is to create harmony in relations between leaders and the followers, and to create a balance between subordination and care. This may be due to the modernization of China, where younger generations are adopting western values, and expect more democratic ways of leadership. According to theory, paternalistic leadership is composed of three main elements: autocratic leadership, benevolent leadership and moral leadership.



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