發(fā)布時間：2021-10-11 00:35

　　根據(jù)社會交換理論的理論框架,研究者考察了家長式領(lǐng)導(dǎo)對中國和巴基斯坦組織中員工績效的影響。社會交換理論為這種家長式領(lǐng)導(dǎo)和員工績效之間的關(guān)系提供了基礎(chǔ)。正如社會交換理論（1964）所言,社會行為是交換的結(jié)果,這種結(jié)果能夠使得成本最小化并且使收益最大化。從社會交換理論的視角來看,當(dāng)領(lǐng)導(dǎo)者像父親一樣表現(xiàn)出仁愛,威權(quán)和道德等行為的時候,作為交換,員工的表現(xiàn)就會很好。通過這種方法,可以衡量家長式領(lǐng)導(dǎo)與下屬績效之間的關(guān)系。社會認(rèn)知理論和社會認(rèn)同理論分別為家長式領(lǐng)導(dǎo)和員工績效之間的關(guān)系提供了兩種心理社會機(jī)制的基礎(chǔ),即自我效能和追隨者-領(lǐng)導(dǎo)-認(rèn)同。自我效能和追隨者-領(lǐng)導(dǎo)-認(rèn)同又分別是家長式領(lǐng)導(dǎo)和員工績效的中介因子。社會認(rèn)知理論（1986）指出,個體通過觀察他人的行為及其結(jié)果來獲取知識。自我效能是社會認(rèn)知理論的核心。正如Bandura（1989）所說的,當(dāng)觀察具有高水平的自我效能感時,知識獲取就會發(fā)生。這種自我效能是由替代經(jīng)驗(yàn),生理狀態(tài),表現(xiàn)成就和口頭說服所產(chǎn)生的。這些自我效能的來源與家長式的領(lǐng)導(dǎo)維度極其相似,特別是仁愛和道德兩個維度。而自我效能是表現(xiàn)的前身。因此,本研究的目的之一是衡量家長式領(lǐng)導(dǎo)與工作績... 

【文章來源】：對外經(jīng)濟(jì)貿(mào)易大學(xué)北京市 211工程院校 教育部直屬院校

【文章頁數(shù)】：248 頁

【學(xué)位級別】：博士

【文章目錄】：
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


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期刊論文
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[2]交易型領(lǐng)導(dǎo)、變革型領(lǐng)導(dǎo)與家長式領(lǐng)導(dǎo)行為的比較研究[J]. 吳敏,黃旭,徐玖平,閻洪,時勘.  科研管理. 2007(03)
[3]恩威并施,以德服人——家長式領(lǐng)導(dǎo)研究述評[J]. 周浩,龍立榮.  心理科學(xué)進(jìn)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,胡中鋒,劉勇.  應(yīng)用心理學(xué). 2001(01)



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