Regarding the development of leadership theory, for long, mostly it starts from the Western point of view. However, owing to the different cultural background perspectives, the leadership in Western society is vividly different from that within Chinese society which is so called Paternalistic Leadership. In Chinese society, the relationship between supervisors and subordinates emphasizes their different roles¡¦ regulations and behaviors¡¦ forecasting, not only their dyadic relationships. Meanwhile, the power distance between supervisors and subordinates is huge. These factors are different from the Western society in which their rights between supervisors and subordinates are equivalent. Subsequently, the Paternalist Leadership has three vital categories, each having subordinate responses which all imply that the Paternalist Leadership is based on the followership of subordinates. Furthermore, ¡§trust¡¨ is a vital discussed issue in the field of organizational behavior, no matter in sociology, social psychology, marketing theory, etc. Trust relationship between supervisors and subordinates enhances the coordination and efficiency of their jobs and likewise, because people trust each other¡¦s goodwill the cost of monitoring will be decreased. Thus, this study, collecting 194 dyadic data, tries to discuss the employees¡¦ effectiveness while subordinates¡¦ trust in their direct leader¡¦s Paternalistic leadership behaviors. The findings of this study show that while subordinates trust in their direct leaders, there is no moderate effect in organizational citizenship behaviors and job performance. However, trust in leadership has partial moderate effects on subordinates to supervisors¡¦ satisfaction and turn-over rate, and further, it has stronger effects on subordinates to organizational commitment. In other words, while subordinates trust in their direct leaders, it transforms the subordinate¡¦s attitude in indirect behaviors. If subordinates can trust their direct supervisors, it will influence the attitude of subordinates¡¦ psychological level, and this psychological effect enhances the attitude of organizational identification and commitment. That is, subordinates¡¦ trust in their direct leaders is a vital factor to influence their inner minds. Finally a concrete brief on the limitations of the study, further research direction in the future and how the study is related to management in the real world is presented.

abstract: I develop and test theoretical hypotheses for how employees' authenticity at work influences their motivational, relational, and effectiveness outcomes. These hypotheses are grounded in the idea that when individuals feel they display their true selves at work, they can more fully employ their physical, cognitive and emotional energies in their work roles, which in turn leads to higher levels of employee effectiveness (e.g., task performance, perceived value to the organization, and promotability). In addition to this personal motivational process, individuals who are more authentic also develop high-quality relationships with their coworkers, thereby receiving more instrumental support and minimizing the antagonistic encounters they have with their colleagues. Both types of coworker interactions should, in turn, also influence the focal individual's effectiveness at work. Finally, I hypothesize that the relationships between authenticity and these relational and effectiveness outcomes are moderated by certain personality traits, such that when an individual is highly narcissistic, has very low self-esteem, or has strongly held values or beliefs generally perceived to be negative or deviant, the relationships change: authenticity's positive influence on coworker instrumental support becomes less positive, and authenticity's negative influence on coworker incivility becomes less negative. These moderation effects are expected for employee effectiveness as well. The sample used to test these hypotheses consisted of 102 employees and their 16 supervisors from two private companies headquartered in the Southwest United States. Authenticity was found to be positively associated with employee engagement, coworker instrumental support, and employee effectiveness, and negatively associated with coworker incivility. Once other factors were controlled for, significant relationships remained with employee engagement and coworker support. Contrary to expectations, neither engagement nor coworker interactions mediated the authenticity-employee effectiveness relationship. A dark side of authenticity was found for two of the three personality traits: self-esteem moderated the relationship between authenticity and coworker instrumental support, such that when self-esteem was low, the relationship between authenticity and coworker support was significantly weaker. Additionally, narcissism moderated the relationship between authenticity and employee effectiveness such that when narcissism was low, the relationship between authenticity and effectiveness was positive, but when narcissism was high, the relationship became negative. / Dissertation/Thesis / Doctoral Dissertation Business Administration 2014