家长式领导的效能——基于中国民营企业的实证研究

The Effectiveness of Paternalistic Leadership: An Empirical Study based on the Data from Chinese Private Enterprises

现有的研究由于没有厘清家长式领导整体构念与不同类型领导风格子维度之间的关系,导致研究大多停留在子维度层面,无法上升到整体构念层次,具有很大的局限性。本文通过对家长式领导概念的深入探讨,认为家长式领导应该是一个组合型的多维构念,并以此建模检验家长式领导的领导效能。模型利用了504名民营企业员工的样本,借助聚类分析、虚拟变量及回归分析的技术,证实了家长式领导在民营企业的情境下是有效的领导模式。

Leadership theory research aims to discover the road leading to higher leadership effective- ness. Western scholars have proposed many theories of leadership under Western culture. The concept of paternalis- tic leadership in this research, however, is developed under the context of Chinese culture. By reviewing the previ- ous literature, the author found that the current concept of paternalistic leadership is still vague. Although it＇s well accepted that there are three sub-dimensions of paternalistic leadership, but the relationship between these dimen- sions has never received clear and fundamental research. Moreover, in the research about the relationship between paternalistic leadership and leadership effectiveness, different sub-dimension lead to different effect, lacking the paternalistic leadership＇s, as an integrate construct, effect on leadership effectiveness. In short, paternalistic leader- ship theory has the tendencies to substitute the integrate construct with the three dimensions, and no research tested the paternalistic leadership＇s, as an integrate construct, effectiveness. The three sub-dimensions of paternalistic leadership include authoritarian leadership, benevolent leadership and moral leadership. They have total different effect on the leadership effectiveness. Authoritarian leadership has negative effect, and the other two have positive effect, which is a big challenge to explain the relationship between paternalistic leadership and leadership effectiveness. With in-depth discussion of the concept of paternalistic leader- ship, the study believe that paternalistic leadership is a multidimensional construct, and use models to test the lead- ership effectiveness of paternalistic leadership. The model uses a sample of 504 employees from Chinese private en- terpirse, with the help of Cluster Analysis, dummy variables and regression analysis, confirmed that paternalistic leadership, as a integrate construct, in the context of private enterprises is an effective model of leadership. The main reason is that, under the Chinese cultural context, people have stronger sense of hierarchy, and able to accept a greater level of hierarchical differences than in the West. Therefore people＇s resistances to authoritarian leadership do not as great as usually imagined. Moreover, the caring for all aspects of subordinates from benevolent leadership and the own moral conduct from moral leadership, makes subordinate trust more on leaders. They believe the behav- ior of leaders, even include Authoritarian leadership behavior, is tend to promote the benefits of organization or subordinates＇longterm personal benefits. As a result, the negative impact of authoritarian leadership behavior gradu- ally counteracted by the trust generated from benevolent leadership and moral leadership. And paternalistic leader- ship, include three sub-dimensions authoritarian leadership, benevolent leadership and moral leadership, is likely to have better leadership effectiveness. The study finally points out several directions which can be further researched in the future：l ） to reconsider the importance of authoritarian leadership behavior, the positive side of authoritarian leadership may be underval- ued, further study of authoritarian leadership role could follow the way of ＂subordinates＇respond＂ ;2 ） the specific way that paternalistic leadership, as an integrate construct, take effect;3 ） more diversified samples, for example data from stated-own sectors or from financial sectors, to test the correctness of the integrate construct theory of pa- ternalistic leadership ;4） the relationship between paternalistic leadership, as an integrate construct, and other con- structs of organizations theory, such as organizational turst, Organizational citizenship behavior, Organizational cli- mate.