| Summary: | 碩士 === 國立交通大學 === 經營管理研究所 === 105 === In recent years, Chinese enterprises have been getting more and more attention in global market. Many researchers believe that different cultures have different leadership, like Paternalistic Leadership, which is prevalent among Chinese business organizations.
This study aims to discuss how three dimensions of paternalistic leadership influence subordinates’ work performance. We propose two intermediating variables: perceived interactional justice and affective commitment. In addition, differential modes of association is a unique Chinese cultural phenomenon, but few studies focus on it. We will dicuss how paternalistic leadership interact with differential modes of association in detail.
Using questionnaire surveys completed by 396 employees from different Taiwanese firms, we analyzed the collected information by using structured equation modeling techniques. The result partially support our hypothesized, it shows that the organizational justice and affective commitment fully mediates the relationship between paternalistic leadership and follower work performance. Moreover, relational position perception (perception of trusted aide) has a positive moderating effect upon the relation between authoritarian leadership and organizational justice. However, it did not moderate the relationship between authoritarian leadership and affective commitment. Also, there exists a positive interaction between benevolent leadership and relational position perception. Finally, relational position perception has a positive moderating effect between moral leadership and affective commitment, but there is no significantly statistical difference between trusted aide and outsider. Practical implications for leadership theory and future research directions are discussed.
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