Paternalistic Leadership and Employee Performance:Empirical

发布时间：2021-10-11 00:35

　　根据社会交换理论的理论框架,研究者考察了家长式领导对中国和巴基斯坦组织中员工绩效的影响。社会交换理论为这种家长式领导和员工绩效之间的关系提供了基础。正如社会交换理论（1964）所言,社会行为是交换的结果,这种结果能够使得成本最小化并且使收益最大化。从社会交换理论的视角来看,当领导者像父亲一样表现出仁爱,威权和道德等行为的时候,作为交换,员工的表现就会很好。通过这种方法,可以衡量家长式领导与下属绩效之间的关系。社会认知理论和社会认同理论分别为家长式领导和员工绩效之间的关系提供了两种心理社会机制的基础,即自我效能和追随者-领导-认同。自我效能和追随者-领导-认同又分别是家长式领导和员工绩效的中介因子。社会认知理论（1986）指出,个体通过观察他人的行为及其结果来获取知识。自我效能是社会认知理论的核心。正如Bandura（1989）所说的,当观察具有高水平的自我效能感时,知识获取就会发生。这种自我效能是由替代经验,生理状态,表现成就和口头说服所产生的。这些自我效能的来源与家长式的领导维度极其相似,特别是仁爱和道德两个维度。而自我效能是表现的前身。因此,本研究的目的之一是衡量家长式领导与工作绩... 

【文章来源】：对外经济贸易大学北京市 211工程院校 教育部直属院校

【文章页数】：248 页

【学位级别】：博士

【文章目录】：
Dedication
Acknowledgement
摘要
Abstract
Chapter One Introduction and Study Background
    1.1 Introduction
    1.2 Research Gap
    1.3 Research Significance
    1.4 Statement of Problem
    1.5 Research Objectives
    1.6 Research Questions
Chapter Two Review Of Literature
    2.1 Literature Review
    2.2 Paternalistic Leadership
        2.2.1 Western and Non-Western Researcher Conflicts
        2.2.2 Paternalistic Leadership Dimensions
        2.2.3 Predecessor and Successor of Paternalistic leadership
    2.3 Employee Performance
        2.3.1 Performance dimensions
            2.3.1.1 In-Role Performance
            2.3.1.2 Organizational Citizenship Behavior
    2.4 Self-Efficacy
    2.5 Follower-Leader-Identification
Chapter Three Hypotheses Development and Theoretical Background
    3.1 Hypotheses development
    3.2 Paternalistic Leadership and Performance of Employee
    3.3 Self-Efficacy as a Mediator
    3.4 Follower-Leader Identification as Mediator
    3.5 Culture as Moderator
        3.5.1 Chinese Culture
        3.5.2 Pakistani Culture
        3.5.3 Differences in Chinese and Pakistani Culture
        3.5.4 Power Distance as moderator
        3.5.5 Collectivism as moderator
    3.6 Research Model
    3.7 Summary of Hypotheses
Chapter Four Research Methodology
    4.1 Research Methodology
    4.2 Scale Refinement and Measurements
        4.2.1 Paternalistic Leadership
        4.2.2 Follower Leader Identification
        4.2.3 Self-Efficacy
        4.2.4 Culture
        4.2.5 Employee Performance
        4.2.6 Control Variables
    4.3 Sampling Design
    4.4 Data Collection
    4.5 Procedural Designs
    4.6 Pilot Testing
Chapter Five China Data Result
    5.1 China Data Analysis
    5.2 Demographic Analysis of Chinese Sample
    5.3 Descriptive Analysis of Chinese sample
    5.4 Reliability Analysis of Chinese Sample
    5.5 Correlation Analysis of Chinese Sample
    5.6 Factor analysis of Chinese Sample
        5.6.1 Confirmatory Factor Analysis of Chinese Sample
        5.6.2 Common Method Analysis of Chinese Sample
    5.7 Statistical Plan of Testing Hypotheses on Chinese Sample
        5.7.1 Main effect of Paternalistic Leadership on Performance of Employee(Hypothesis 1)
        5.7.2 Mediating Role of Self-Efficacy between Paternalistic Leadership andPerformance of Employee (Hypothesis 2)
        5.7.3 Mediating Role of Follower-Leader-Identification between PaternalisticLeadership and Performance of Employee (Hypothesis 3)
        5.7.4 Moderated Mediation effect of Power Distance among PaternalisticLeadership and Performance of Employee (Hypothesis 5)
        5.7.5 Moderated Mediation effect of Collectivism among Paternalistic Leadershipand Performance of Employee (Hypothesis 7)
Chapter Six Pakistan Data Result
    6.1 Analysis of Pakistani Data
    6.2 Demographic Analysis of Pakistani Sample
    6.3 Descriptive Analysis of Pakistani Sample
    6.4 Reliability Analysis of Pakistani Sample
    6.5 Correlation Analysis of Pakistani Sample
    6.6 Factor analysis of Pakistani Sample
        6.6.1 Confirmatory factor analysis of Pakistani Sample
        6.6.2 Common Method Biasness of Pakistani Sample
    6.7 Statistical plan of testing hypotheses on Pakistani sample
        6.7.1 Main effect of Paternalistic Leadership on Performance (Hypothesis 1)
        6.7.2 Mediating Role of Self-Efficacy between Paternalistic Leadership andPerformance of Employee (Hypothesis 2)
        6.7.3 Mediating Role of Follower-Leader-Identification between PaternalisticLeadership and Performance of Employee (Hypothesis 3)
        6.7.4 Moderated Mediation effect of Power Distance among PaternalisticLeadership and Performance of Employee (Hypothesis 5)
        6.7.5 Moderated Mediation effect of Collectivism among Paternalistic Leadershipand Performance of Employee (Hypothesis 7)
Chapter Seven China Pakistan Analysis
    7.1 Analysis of China and Pakistan data
    7.2 Two independent sample t-test
    7.3 Comparison based on Power distance
    7.4 Comparison based on Collectivism
Chapter Eight Discussion, Conclusion, and Recommendation
    8.1 Discussion
    8.2 Practical and Theoretical Implications
    8.3 Limitations and Future Research
    8.4 Conclusion
References
Appendix A
Appendix B
Personal Resume
    Education
    Experience
    Publications
    Awards


【参考文献】：
期刊论文
[1]家长式领导与组织公正感的关系[J]. 周浩,龙立荣.  心理学报. 2007(05)
[2]交易型领导、变革型领导与家长式领导行为的比较研究[J]. 吴敏,黄旭,徐玖平,阎洪,时勘.  科研管理. 2007(03)
[3]恩威并施,以德服人——家长式领导研究述评[J]. 周浩,龙立荣.  心理科学进展. 2005(02)
[4]一般自我效能感量表的信度和效度研究[J]. 王才康,胡中锋,刘勇.  应用心理学. 2001(01)



本文编号：3429449