The Study Of Paternalistic Leadership’s Influence On Employee Change Readiness And Supportive Behavior

Recently, paternalistic leadership has been a popular research focus in OB. As increasing attention has been paid to the research on organizational change, employees’change-supportive behavior is becoming a more and more important topic for OB research. The former is a indigenous leadership concept which is rooted in the Chinese society, while the latter is one of the critical factors which is essential to the success of the organizational change. Based on Behavioral Reasoning Theory (BRT), in the situation of change, each dimension of paternalistic leadership has a influence on the of reasons of behavioral choices of employees, so as to change-supportive behavior. This research is attempting to discuss the relationships between different variables based on the recent research development of paternalistic leadership and change readiness, with paternalistic leadership as independent variable, change readiness as mediator, change leadership as moderator, and change-supportive behavior as dependent variable. This investigation is by field research using scales. We have drawn a conclusion after hypotheses tests based on a sample of356:(1) Paternalistic leadership has a significant influence on change-supportive behavior, with a positive impact of benevolent leadership, moral leadership, and structuring leadership and a negative impact of ahtuoritarian leadership.(2) Employees’change readiness plays a role of mediator between paternalistic leadership and change-supportive behavior. And change appropriateness perception plays a role of full mediator between paternalistic leadership and change-supportive behavior.(3) Change leadership is a moderator between paternalistic leadership and change-supportive behavior, and this relationship is mediated by change readiness.The implication, limitation, and future directions are discussed.