Study on the intermediary and regulating mechanism of paternalistic leadership on employee innovative behaviors in small and medium-sized enterprises

Last modified: September 8, 2020
You are here:
Estimated reading time: 2 min
Project Title: Study on the intermediary and regulating mechanism of paternalistic leadership on employee innovative behaviors in small and medium-sized enterprises
Author: Ms. Lijuan Jiang
Advisor: Dr. Li Zhang
Degree: Master of Business Administration (International Program)
Major: International Business Management
Faculty: Graduate Schools
Academic year: 2019
Url:

Published:

Conference
Conference Proceedings
National and International Academic Conference “Innovation and Management for Sustainability” 9-10 July 2020

Citation

Lijuan, Jiang. (2019). Study on the intermediary and regulating mechanism of paternalistic leadership on employee innovative behaviors in small and medium-sized enterprises. (Independent study, Master of Business Administration). Bangkok: Siam University.


Abstract

The rapid development of small and medium-sized enterprises has played a very important role in improving the overall development of the national economy and society. However, there were also many problems and difficulties in the development of SMEs, which made development of SMEs lack core competitiveness. With increasingly fierce competition, employee innovation has become the key for SMEs to obtain core competitiveness, where leadership is the core of an organization. This paper started with paternalistic leadership and studied the mediating and regulating mechanism of paternalistic leadership to employee innovative behavior. Based on the literature review, this paper divided paternalistic leadership into three dimensions: benevolent leadership, moral leadership, and authoritarian leadership. According to concepts and connotations of the three dimensions, this paper studied the mediating and regulating mechanism of paternalistic leadership on employee innovative behaviors from the perspectives of the emotional path, psychological path and cognitive path. For benevolent leadership, this paper used positive emotions as mediating variables, explored the mediating effects of positive emotions, and the control variables was the sense of power distance of subordinates. For moral leadership, this paper used the creative self-efficacy as the mediating variable and the control variable was the power distance sense. For the authoritarian leadership, this
paper used job involvement as an intermediary variable, and the control variables were the leadership learning orientation.

Through empirical study, the paper presented the following conclusions: (1) Benevolent leadership could positively promote employee innovative behaviors through positive emotions ; (2) Moral leadership could positively promote employee innovative behaviors through creative self-efficacy; (3) Authoritarian leadership had a negative effect on employee innovation behavior through job involvement; (4) The sense of power distance of employees could regulate the relationship between moral leadership and self-efficacy of innovation. The smaller the sense of power distance of employees, the more positive the relationship between moral leadership and self-efficacy of innovation; (5) Leadership learning orientation regulates the relationship between authoritarian leadership and job involvement. The higher the leadership learning orientation, the more it may reduce the negative impact of authoritarian leadership on job involvement.

Keywords: paternalistic leadership employee innovative behaviors emotional path psychological path cognitive path.


Study on the intermediary and regulating mechanism of paternalistic leadership on employee innovative behaviors in small and medium-sized enterprises

Master of Business Administration (International Program), Siam University, Bangkok, Thailand

Tags:
Was this article helpful?
Dislike 0
Views: 292