Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow‐up studies are offered and implications for leadership theory and practice are discussed.

No abstract

No abstract

With a collectivist cultural perspective, we examined the positive effects of employees' perceptions of a familial climate on loyalty to supervisors, the mediation of loyalty between perception of a familial climate and job performance, and the moderation of employees' filial behaviour on the relationship between perception of a familial climate and loyalty. The participants consisted of 247 supervisor-and-subordinate dyads in Taiwan. The results supported our hypotheses. Through the mechanisms of family behaviour transference, social identification and supervisor-subordinate exchange, perception of an organizational familial climate enhanced loyalty to supervisors. Furthermore, loyalty to supervisors mediated the relationship between perception of a familial climate and job performance. Filial behaviour moderated the relationship between perception of a familial climate and loyalty; thus, the relationship of perception of a familial climate and loyalty was stronger for employees with low levels of filial behaviour and weaker for employees with high levels of filial behaviour. These findings are discussed in terms of their theoretical and practical implications for future research and management practices.

PurposeThe current leadership literature has paid little attention to understanding the intervening mechanism by which leaders influence followers. In order to partially bridge this gap, the article aims to present a value‐fit charismatic leadership theory which focusses on the key intervening mechanism – person‐organization values fit.Design/methodology/approachThe model was tested empirically on 180 participants, including 51 managers and 129 employees from 37 large‐scale companies in Taiwan.FindingsBased on the block regression analysis, the results showed that CEO charismatic leadership has both direct and indirect effects on employees’ extra effort to work, satisfaction with the CEO, as well as organizational commitment, which are mediated by employees’ perceived person‐organization values fit. The findings also provided evidence that the relationship between charismatic leadership and person‐organization values fit is significant. Furthermore, the analysis also showed the significant effects of person‐organization values fit on employee outcomes.Originality/valueThe study shows how CEO charismatic leadership can, through the mediating effect of person‐organization values fit, have profound influence on employee outcomes.