The Influence Of Paternalistic Leadership Upon Innovative Management Of Executives

Wherever we work, leaders and their leading style will exist. We, human beings, spend most of our life on work. When we are faced with different cultural backgrounds, enterprise cultures, and leadership styles.we need to take a deep look into the solutions to the problems above. According to the development of Western leadership theories, there exist two main factions. One holds the view that leadership situation is consistent with leadership content, regardless of influences of regions and cultures. While the other thinks that leadership content varies with cultures. The western culture focuses on the individualistic; power of leadership is relative less; the relationship between employers and employees is equal. On the contrary, the eastern culture lays stress on the importance of collectivism:the leaders are powerful and focused. As a consequence, though the leadership theory of west is not fit for our country’s national conditions, we can use it for reference. That’s how "paternalistic leadership", which is suitable for our eastern culture value, comes into existence. Paternalistic leadership exist widely in different countries and cultures, resulting in the focus of experts. So the experts worked hard and tried to set up a set of complete theoretical system, among which Taiwan scholar Zheng Boxun’s paternalistic leadership is the most influential. Mr.Zheng thinks that paternalistic leadership can be divided into benevolent leadership, moral leadership and authoritarian leadership.The concept of creative management arises from innovation, which is firstly raised by economist Joseph schumpeter in1912. Management Innovation is the requirement of modern technology, knowledge economy, market competition and market economy upon modern enterprises. Informatization and globalization somehow contribute to promote the management innovation. It includes the innovation of system not only in the macrosystem level but also micro-level.But these changes have both positive and negative effects on the enterprises. On the one hand, these changes bring opportunities to the enterprises, on the other hand, they bring out fierce competitions and high requirement towards the enterprises. Executives is directly supervised by leaders, the executives of management, whose management innovation is of vital importance. Management innovation represents that executives have creative ideas and the ability of carrying them out, and are qualified with autonomy and innovation of breaking off the limit of original roles. This kind of management innovation is beneficial to the Companies operating and can promote the organizational efficiency. All above, as to the management innovation, the most important is that organization executive level has perfect plans and measures; a clear acknowledgement towards obstacles and obstruction, helping the entrepreneurs and CEO build their leadership and making it possible to innovate and reform.Innovation is indefinite by nature and needs to be supported by a strong belief. Creative self-efficacy, as a new concept, has become the topic of influence of individual’s mental process upon individual’s creative behaviors in recent years. Nevertheless, researches about creative self-efficacy are not enough. Most of the researches focus on the field of theory and lack the deep researches of enterprise’s management. Creative self-efficacy is personal perception of the behavior, and will influence the work. Nowadays, the researches are mainly about the relationship between creative self-efficacy of leaders and leadership. Therefore, to choose creative self-efficacy as intermediary variable means putting a mediation between paternalistic leadership and creative management of executives.Whether Paternalistic Leadership can influence the executive’s management innovation behaviour in Chinese company. If question1established, how does the influence happen? Whether the executive’s’creative self-efficacy’plays the intermediary role in this consequence. And whether the management innovation behaviour is influenced by creative self-efficacy intermediary. This essay will mainly discuss the above two questions.We will discuss the questions from several aspects:first, from the dependent variable, it is proved by researches that transformational leadership has the great positive impact on the executive’s management innovation behaviour, and the influence is from creative self-efficacy intermediary. Also, the essay discusses the influence by Paternalistic Leadership. Second, from the independent variable, discuss whether Paternalistic Leadership will influence the executive’s management innovation behaviour. Third, from the intermediary variable, about whether the three points have intermediary to influent this relationship, and what’s the consequence of the influence. As we discuss the relationship between independent variable and dependent variable, maybe there are some other intermediary variables, but we choose the creative seif-efficacy to do some researches.This essay including the following aspects:first part is introduction; second is a review of the literature and research hypothesis; third is research methods; forth is report the research result; fifth is discuss the research conclusion and conclude the essay’s contribution and research development.We take the normal scientific research method, from hypnosis analysis to statistics analysis, which checkout the hypnosis by experiment. The respondent companies mainly gather in southwest Tianfu Software Park, and we collect information by questionnaire. We design the questionnaire by the view of leadership and executive, and definite the executive’s management innovation behaviour from leadership’s point of view. On the other hand, we also from the point of executive to classify leadership’s style----for what kind of Paternalistic Leadership and cognition by creative seif-efficacy.The essay aims at bringing Paternalistic Leadership theory in local environment, redesign and revise the scale, from the view of the executive’s management innovation behaviour, enrich the related theories, and cover the shortage at the same time.