A Study On The Relationship Among Paternalistic Leadership,Employee-organization Relationships And Employees' Work Performance

With the rise of modern society and intelligent network,employees have produced a variety of values,many employees' values tend to be more inclined to the Western model of multi-value,but at the same time,in the context of traditional Chinese culture,the majority of employees still tend to the traditional values.As a local leadership theory,how do paternalistic leaders predict employees' work,how to make full use of employees' performance,how to meet the needs of enterprises and how to promote the development of enterprises,all of these becomes the main issue of scholars.What's more,the operation of enterprises is facing the change from regional competition to global competition,which also makes the enterprises have to change its management business model,besides,the relationship with the employees will also change.Therefore,under the different model of employee-organization relationships,how to improve employees' in-role behavior and organizational citizenship behavior through incentive measures to meet the employees' expectations and improve the competitiveness of the enterprises,which has become the focus of this paper.Based on the theory of social exchange and reciprocity theory,this study was based on the questionnaire survey.This study took the employees of Jiangsu,Hunan and Guangdong as the samples,and used many statistical techniques such as correlation analysis,regression analysis,and adjustment effect test and so on.Based on this,I tried to figure out the influence of paternalistic leadership on employee's work behavior and the effect of different model of employee-organization relationships(EORs).All the researches had indicated as follows:(1)Benevolence leadership and moral leadership had showed great positive influence with employees' organizational citizenship behavior,in other word,more feeling of benevolence leadership and moral leadership,more organizational citizenship behavior would be increase,but the influence of authoritarian leadershipon the employees' organizational citizenship behavior had not reached a significant level.(2)Benevolence leadership and moral leadership had showed great positive influence with employees' in-role behavior,in other word,more feeling of benevolence leadership,more in-role behavior would be increase,but the influence of authoritarian leadership on employees' in-role behavior had not reached a significant level.(3)Under-investment and quasi-spot contract EORs moderated the relationship between benevolence leadership and employees' organizational citizenship behavior;that is to say,under the ERO model of Under-investment,the influence of benevolence leadership on employees' organizational citizenship behavior would increase,and under the ERO model of quasi-spot contract,the influence of moral leadership on employees' organizational citizenship behavior would decrease.(4)Under-investment EOR moderated the relationship between benevolence leadership and employees' in-role behavior,that is to say,under the ERO model of under-investment,the influence of benevolence leadership on employees' in-role behavior would increase.(5)Mutual-investment and under-investment EORs moderated the relationship between moral leadership and employees' organizational citizenship behavior;that is to say,under the ERO model of mutual-investment,the influence of benevolence leadership on employees' in-role behavior would decrease,under the ERO model of under-investment,the influence of benevolence leadership on employees' in-role behavior would increase.(6)Under-investment and mutual-investment EORs moderated the relationship between moral leadership and employees' in-role behavior,that is to say,under the EOR model of under-investment and mutual-investment,the influence of moral leadership on employees' in-role behavior would increase.