| Summary: | 博士 === 長榮大學 === 經營管理研究所 === 100 === This study addresses the lack of objective researches on the influence of paternalistic leadership on employee organizational commitment. A survey is conducted on pairs of mid-level mangers and their employees in Southern Taiwan Science Park; with valid responses from 25 managers and 250 employees. Seven analytic methods categorized in two major levels were conducted to evaluate authoritarian leadership and organizational commitment. Structural equation model (SEM) and aggregation study were the main tools for employee level analysis, while 2 hierarchical linear models, HLM1 (managerial leadership self-evaluation), and HLM2 (employee perception on managerial leadership) were employed in cross-level analysis. At employee level, SEM analysis recognized a positive influence of employee leadership perception on organizational commitment. This effect was mediated by promotion focus and was dependent on employee marital status, education level, salary, personality, and stress. Aggregation study failed to demonstrate mediating effect of promotion focus. Managerial leadership style positively influences organizational commitment through promotion focus in cross-level analysis. HLM1 demonstrated partial mediating effect of promotion focus while HLM2 failed to do so. Regulatory focus was found to have no mediating effect in all findings. The effect of employee leadership perception on organizational commitment and regulatory focus is amplified by manager’s self leadership perception. Furthermore, the disparity between manager’s portrayal of authoritarian leadership and that of employee’s perception has an adverse effect on regulatory focus and organizational commitment.
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