Paternalistic Leadership, Differential Leadership, and Subordinate Response:The Moderating Role of Cultural Values

• Main Authors: Shing-hung Chen, 陳星宏
• Other Authors: Ding-yu Jiang
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/71724475735527238161

碩士 === 國立中正大學 === 心理學研究所 === 99 === Recent studies proposed that paternalistic and differential leaderships are two critical leadership styles in the Chinese context. Chinese cultural values are believed to be the foundation of these two cultural leadership styles. According to cultural congruence perspective, a specific cultural leadership will be more effective under congruent cultural context than incongruent ones. Thus, the primary purpose of this study is to investigate the role of cultural values in the relationship between cultural leadership and effectiveness. This study identified three critical cultural values, such as qin-qin (close to the clansmen), and power distance. Using 258 supervisor-subordinate dyads from various Taiwanese companies, the analytic result indicated that: 1. Qin-qin moderated the relationship between differential leadership and effectiveness. The relationship was higher in high qin-qin situation than for low qin-qin situation; 2. Power distance moderated the relationship between paternalistic leadership and effectiveness. The relationship was higher in high power distance situation than for low power distance situation; 3. Power distance moderated the relationship between differential leadership and effectiveness. The relationship was higher in higher power distance situation than for low power distance situation.