Paternalistic Leadership, Teamwork, And Work-Family Conflict Among Public Sector Auditors

Abstract

This study examines the relationship between paternalistic leadership, teamwork, and work-family conflict (WFC), and their influence on job satisfaction and performance among public sector auditors. Paternalistic leadership comprising authoritarian, benevolent, and moral dimensions has varying impacts on employee outcomes. While benevolent and moral leadership consistently enhance performance and satisfaction, the authoritarian dimension often increases role conflict and emotional exhaustion. Teamwork fosters organizational effectiveness but can exacerbate WFC if high job demands are not balanced with adequate organizational support. WFC emerges as a central mediator linking leadership and teamwork to employee outcomes. Synthesizing empirical and meta-analytic findings, the study identifies psychosocial support as the primary mechanism by which paternalistic leadership reduces WFC. In public sector contexts, especially audit institutions like Indonesia’s Supreme Audit Board, work pressure and social expectations amplify the need for ethical and supportive leadership. This article also highlights a research gap in Southeast Asian settings and calls for multilevel research approaches. The findings offer practical implications for human resource policies aiming to improve work-life balance and for organizational designs that promote collaboration and employee well-being. Understanding the interaction between leadership style, team dynamics, and role conflict is essential to enhancing performance in high-demand public service environments.