The impact of national culture on paternalist leadership perception: The Libya case

The concept of leadership, which is expressed as the ability to mobilize people in line with the goals and objectives set, and the leadership styles that determine the type and source of this skill, are frequently examined in the context of management literature recently. The dominant leadership style and perceptions in organizations, the interaction of leaders with employees, their structural and functional contributions to organizations, their power resources and their decisions regarding the use of power have become the most considered and studied issues within the framework of leadership concept today. The aim of this study, which is based on the relationship between paternalist leadership and national culture, is to evaluate the relationship between national cultural dimensions and the paternalist leadership perception of the employees in the light of theoretical and empirical statistical data. Libyan banking sector employees constitute the universe of the study. The sample of the study is 200 bank employees. Simple random sampling method was used in collecting the obtained data. Exploratory factor, correlation and regression analysis were used to examine the obtained data. As a result of the regression analysis; ıt can be said that the dimensions of national culture have a partial effect on the perception of paternalistic leadership and its sub-dimensions.