The Paternalistic Leadership's Mechanism Research On Employees' Job Satisfaction

"Family Culture" and "Ranking and Grading Culture" are important parts of Chinese Culture. In the course of "Generalization-family", the "Family Culture" and the "Ranking and Grading Culture" have great impact in enterprises. The "paternalistic leadership" and "Ranking and Grading Culture" phenomenon are wide in enterprises. Some theorists are studying on the phenomenon.The studies of the "paternalistic leadership" focus on three aspects: one aspect shows that the "paternalistic leadership" is widespread in Chinese enterprises, not only in the family enterprises, but also in the state-owned enterprises and private enterprises; Another aspect shows that although the "paternalistic leadership" is the localization leadership style, but its effectiveness is not always better than the other leadership styles; The third aspect focuses on the effectiveness of the three dimensions, studies show that the effectiveness of the authoritarian leadership is uncertain, the effectiveness of the benevolent leadership and moral leadership are positive.The studies of the "Ranking and Grading atmosphere" are from two perspectives. One perspective is about the leader who leads the "Ranking and Grading atmosphere" in the enterprises. The studies show that the leader will divide the employees into insiders and outsiders, and he will treat different employees in different treatments; Another perspective is about the effectiveness of the atmosphere on the employees, the studies show that in the "Ranking and Grading atmosphere", the employees show poor organization justice and poor working-attitude; Some employees will adjust their behaviors to change their positions in the differential-position.This paper is based on the previous studies of the "paternalistic leadership", the "Ranking and Grading atmosphere" and the employees' satisfaction. Furthermore the paper conducts a breakdown of the different dimensions of the employees'satisfaction, and studies the regulation effectiveness of the "Ranking and Grading atmosphere" in the different paths, in order to give the targeted management to different employees who focus on the different satisfaction. The results show that the authoritarian leadership has the negative impact on the inner satisfaction; the benevolent leadership and the moral leadership have the positive impact on employees'outside satisfaction; the mutual dependence and trusted role of the "Ranking and Grading atmosphere" effect the process of the authoritarian leadership impacting on the inner satisfaction; the favoritism effects the process of the benevolent leadership impacting on the outsider satisfaction; the "Ranking and Grading atmosphere" plays no obvious regulatory role in the process of the moral leadership impacting on the employees'satisfaction.