Based on western leading charismatic leadership model, this research demonstrates the critical position of the virtue component on a charismatic view of leadership and further formulates a moral-added charismatic leadership model adaptable to the Taiwanese business contexts. We investigate how this moral-added charismatic leadership and Chinese paternalistic leadership models fit with the actual leadership practices in Taiwanese business organizations. We go through the major western charismatic leadership and Chinese paternalistic leadership theory literature and infer that both the charismatic leadership and the virtuous leadership dimension are culture-free leadership constructs, so they can be cross-culturally merged. We obtained 314 samples from managers in Taiwanese civilian organizations, and conduct the statistical analyses by using SEM technique. The findings indicate the Western Conger and Kanungo¡¦s charismatic leadership model is adoptable in Taiwan business context, and a more effective charismatic model can be formed when the virtue leadership factor is merged with this C/K charismatic leadership model. The present study also demonstrates that both the Western originated C/K charismatic leadership and the benevolent and virtue leadership dimensions of Chinese Paternalistic leadership in same constrained model can they respectively predict follower¡¦s cognitive leadership effect. We posit that managers receive follower¡¦s positive recognition by demonstrating strategic vision and articulation, sensitivity to member¡¦s needs, virtue leadership and benevolent behaviors. The present study merges Western originated charismatic leadership with Oriental virtue leadership dimension for a cross-cultural verification, perform the consolidate study of the charismatic leadership and Chinese paternalistic leadership, identify some key issues for future study, and provide managerial implications for leadership practitioners.

The development of the western leadership theories is currently toward ¡§Transformational Leadership.¡¨ However, owing to the culture differences, the results testified in the theory of ¡§Transformational Leadership¡¨ are not completely suitable for Chinese society. Thus, domestic scholars develop the theory of ¡§Paternalistic Leadership¡¨ according to tradition of Chinese culture and family system. In addition, the coordinate culture of military units focuses on rank submission, guide, and help. Although the difference of authority between commanders and subordinates is large, the leaders still have to need the nurture of ¡§Convincing People by Good¡¨ which is exactly the ideal of ¡§Paternalistic Leadership¡¨; however, the formations of the earth village concepts and diversified thoughts of the e-age have forced military leaders to face the issue how to adapt themselves to improve leadership efficiency. Therefore, related research is required. The method of two standardized phases is applied to this research. For the first phase, the use of individual interview is for qualitative analysis, and then that of questionnaires is for quantitative analysis. Conclusions of this research show as follows: 1. ¡§Paternalistic Leadership¡¨ style is more appropriate for military units. ¡§Authoritarian Leadership¡¨ only has negative influence. 2. The core of ¡§Paternalistic Leadership¡¨ is ¡§Lead People by Good.¡¨ Meanwhile, ¡§Unselfish Model¡¨ is the key to ¡§Lead People by Good.¡¨ 3. As the diverse perspectives between leaders and subordinates, they have different feeling for ¡§Alternating Weakness with Severity.¡¨ 4. The situation of depreciating subordinates¡¦ contribution by leaders of military units is not found. Finally, the following suggestions have been made to effectively enhance leadership efficiency of military members: 1. Just, equitable, and open conduct. 2. The attitude of real consideration and respect. 3. Effective communication and identification acquisition. 4. Lifetime learning and thorough self-examination.

The Comparison Among Transformational, Paternalistic Leadership Styles, and Effectiveness-Veterans Affairs Cmmission as examples Student¡GSheng-Lin Chiou Advisor¡GDr. C-K Jen Institute of Human Resource Management, Sun Yat-Sen University ABSTRACT Currently studies on the topic of ¡§public leaderships¡¨ in Taiwan are mainly to verify theories developed by western countries without taking into account potential inadequacies of the theories due to cultural differences. It is necessary to identify the trend of Chinese organization from the cultural point of view. This research attempts to find out which is suitable for public organization in Taiwan by comparing eastern leadership attributes with western theories. This study was designed to explore the relationship among transformational leadership, paternalistic leadership , and leadership effectiveness of the principals in Veterans Affairs Commission , and tried to achieve the following purposes. 1. Understanding the leadership behaviors and leadership effectiveness of the paternalistic in Veterans Affairs Commission at present. 2. Examining the relationships among background variables, leadership behaviors, and leadership effectiveness. 3. Exploring the predictions of leadership effectiveness by leadership behaviors. ¡@A total of 403 questionnaire samples were collected from thirty-four public units such as hospital, factory, construction, farm, and forestry units. The analysis consists of totally four sub-categories - ¡§ Transformational Leadership Scale¡¨, ¡§Paternalistic Leadership Scale¡¨, ¡§Leadership Effectiveness Scale.¡¨ With statistical methods as Pearson Correlation, Two-related Samples Test, Block Regression, the results show that¡G 1.Supervisors adopting paternalistic leadership get better leadership effectiveness . 2.Executive administrators adopting transformational leadership get better leadership effectiveness. 3.Authoritarianism leadership has positive relation with moral leadership. 4.Benevolence leadership has positive relation with moral leadership. 5.Authoritarianism leadership has positive relation with leadership effectiveness. 6.Benevolence leadership and moral leadership has positive relation with leadership effectiveness. 7.Transformational leadership has positive relation with leadership effectiveness Finally, according to the result of this research, some suggestions will be made to effectively enhance leadership effectivemess in Veterans Affairs Commission and to the futural researchers. Keywords: Transformational Leadership , Paternalistic Leadership , Leadership effectiveness

Thesis (D. Min.)--Catholic Theological Union at Chicago, 2002. / Vita. Includes abstract. Includes bibliographical references (leaves 194-202).

The purpose of this study is to explore pedagogic leadership from a systems thinking perspective. The aim is to develop an understanding that pedagogic leadership, from a systems thinking perspective, plays an integral role in improving the approach in teaching and learning and hence in students’ outcomes. Semi-structured interviews were used as a tool to solicit detailed information about the presence of pedagogic leadership from a systems thinking perspective in schools. This study was undertaken in three selected high schools in the South Durban region, KwaZulu-Natal. The respondents were the principals of three schools and, focus groups of grade 12 teachers and students. The research paradigm was based on the interpretative approach enquiry. Questions that were answered by this study were: • What are the key dimensions of leadership in learning and teaching? • How would these dimensions be evident in a school? • How can these dimensions be initiated, nurtured and developed? Findings revealed that there is: an absence of shared vision and sense of mission about students learning; a lack of commitment to mission realisation by staff and students; teachers are not empowered to manage the National Curriculum Statement (NCS); moral values are not instilled; teachers do not understand how students learn; and teachers are overburdened by administrative work which impacts negatively on their teaching. It is concluded that pedagogic leadership, from a systems thinking perspective, does not exist in the selected schools where the study was conducted. Although there is absence of shared vision, some schools are very active and perform well. The department of education is urgently required to address these issues as they form the basis of effective teaching and learning to improve students’ outcomes. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2009.

Thesis (Ed.D.)--University of North Carolina at Greensboro, 2007. / Title from PDF t.p. (viewed Feb. 29, 2008). Directed by Kathleen Casey; submitted to the School of Education. Includes bibliographical references (p. 140-147).

Dissertation (Ed.D.)--Liberty University, 2008. / Includes bibliographical references (leaves 134-144).

Thesis (D. Min.)--Columbia International University, Columbia, S.C., December, 1994. / Includes bibliographical references (leaves 108-113).

Thesis (MA(Theology))--University of Pretoria, 2007. / Includes bibliographical references (leaves 186-191).

Thesis (D. Min.)--Western Seminary, Portland, Or., 1999. / Abstract. Includes bibliographical references (leaves 344-352).