Abstract Enterprises thought about how to conform employee¡¦s power then they make a team to enhance communication and cooperation. The input-process- output model of Mcgrath point out that team processes is inter-medium. It is mean that we want good team effectiveness needs to promote team processes first. Communication and cooperation are very important. What kinds of leadership have effective influence in team processes? Different task type has different conceptual task could moderate the relation of team leadership and team processes. So that we like to study about the influence in Transactional leadership, Transformational leadership, Paternalistic leadership and team processes. The study is according to 274 effective cases from 71 teams belong to companies in electronic, communicational, mental, mechanical, food, sales, medical and government. The results are present in below. 1. Transactional leadership has significantly effective prediction to team processes. Contingent reward leadership has significant effective prediction to cooperation and communication. Desertless leadership has no significantly effective prediction to cooperation, but has significantly negative effective prediction to communication. 2. Transformational leadership has significantly effective prediction to team processes. Relationship oriented leadership has significantly effective prediction to both team processes. Task oriented leadership has no significantly effective prediction to both team processes. 3. Paternalistic leadership has significantly effective prediction to team processes. Authoritarianism leadership has significantly negative effective prediction to both team processes. Benevolence leadership has significantly negative effective prediction to both team processes. 4. Three leaderships has significantly effective prediction to team processes. Relationship oriented leadership has the best significantly effective prediction to both team processes. Authoritarianism leadership has significantly negative effective prediction to communication. 5. Task type has significantly moderating influence to benevolence leadership and communication. In the lowest conceptual task ¡]promotion team¡^situation benevolence leadership has negative relation to communication. In the others task types benevolence leadership has positive relation to communication.

Since the theory of paternalistic leadership was established, an increasing number of empirical studies have proved that Chinese of enterprises in the organization does have a unique act of paternalistic leadership. So a leader in the leadership behavior displayed at the same time, their subordinates would die behavior, such as: authoritarian leadership: dependence and compliance, benevolence leadership: gratitude and repay, moral leadership: respect and identification. However, it has been for years of paternalistic leadership research, mostly emphasis in leadership behavior and performance of their subordinates, but less emotion involved subordinates reaction. Therefore, the study director of the paternalistic leadership and subordinate emotion, respectively in charge of the authoritarian leadership behaviors and subordinates anger and shame response to emotional responses, benevolence leadership behaviors and subordinates happy emotional responses, moral leadership behaviors and subordinates respect emotional responses, to explore the tradition of his subordinates on the emotional reaction of the psychological adjustment; and subordinates own sense of perception, to discusse the subordinate changes in emotional responses relationship. Total valid 300 subordinates to carry out research are found that: (a) the traditional psychological adjustment subordinates will anger and shame response to emotional responses; traditional psychological reaction to the anger was not significant, but a significant emotional reaction of shame. (B) Subordinates own consciousness and traditional psychological adjustment subordinates at the same time anger and shame response to emotional responses; high traditional subordinate own psychological, emotional reaction of shame have a significant effect of regulation.Finally, direction for follow-up studies are offered,the implications for leadership theory and practice are also discussed.

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本研究的主旨是在探討臺北縣市校長家長式領導與教師士氣之關係，希望藉由理論探討與實徵研究的結果，提出建議做為校長領導學校行政，提高教師士氣的參考。 本研究採文獻探討法與問卷調查法並用，以臺北縣市公立國民中學121所，公立完全中學27，國立完全中學3所，私立中學32所，共計183所公立國民中學（含完全中學）為研究範圍。問卷發放550份，實際回收360份，有效問卷280份，佔全部問卷的51.6%。問卷回收後以描述性統計分析、t考驗檢定、單因子變異數分析與Scheffe' 法、逐步多元迴歸分析等spss統計方法進行資料分析。 本研究主要發現歸納如下： 一、校長家長式領導行為以德行領導最高，仁慈、威權領導次之；教師士氣以「行政管理」、「師生互動」、「專業自主」、「教學設備」、「工作投入」、「人際關係」、「工作滿足」、構面為高程度，其次「合理負擔」、「組織認同」、「團隊精神」構面為中程度。 二、任職學校在私立中學的教師對於校長仁慈領導、德行領導及威權領導均優於任職公立學校的教師。教師士氣在「行政管理」、「師生互動」、「教學設備」、「合理負擔」、「工作投入」、「團隊精神」、「工作滿足」、「組織認同」顯著優於任職公立學校的教師。 三、教師士氣構面，行政管理與師生教學互動影響教師士氣最大。教師的人格特質及教育熱忱最能表現在教師個人士氣，行政管理及師生互動最能影響教師士氣，過多教學限制或教學衝突都不利教師士氣。 四、校長的「仁慈領導」最能正向影響教師士氣；校長的「威權領導」最能負向影響教師士氣；標準化線性方程式教師士氣＝0.433「仁慈領導」－0.267「威權領導」＋0.123「德行領導」 最後依據研究發現及結論提出建議，供教育行政機關、校長領導學校提高士氣及未來相關研究之參考。 關鍵字：家長式領導（Paternalistic Leadership）、教師士氣(Teacher Morale) / The goal of this study is about the relationship between the principals’ paternalistic leadership and teachers’ morale in Taipei city and county, and make conclusions and suggestions practically, hoping to offer some references to principals’ leading educational administration to improve teachers’ morale. In this study, literature review and questionnaire survey method are utilized and the samples are 121 public junior high schools, 27 public secondary schools, 3 National Secondary Schools , 32 private secondary schools, for a total of 183 public junior high schools (including the complete secondary schools) in Taipei City and Taipei County. 550 questionnaires were issued, the actual recovery of 360 copies, 280 copies of valid questionnaires, representing 51.6 percent of all questionnaires. After the questionnaires were recovered, the author adopted spss statistical methods such as descriptive statistical analysis, t test , one-way ANOVA ,Scheffe' method, and multiple regression analysis etc. for data analysis. The major findings of this study are summarized as follows: First, the principal acts of paternalistic leadership to the leadership of the highest virtue, charity, followed by authoritarian leadership; the morale of teachers to "administrative," "teacher-student interaction," "professional autonomy", "teaching", "job involvement", "interpersonal relations "," job satisfaction ", dimensions for a high level, followed by a" reasonable burden "," organizational identification "," team spirit "for the level of dimensions. Second, the incumbent in the private secondary school teachers for the principals benevolent leadership, moral leadership and authoritarian leadership are better than public school teachers serving. Morale of teachers in the "administration", "teacher-student interaction," "Teaching equipment", "reasonable burden", "job involvement", "teamwork", "Job Satisfaction", "organization that" significantly better than public schools serving teachers. Third, the morale of teachers, administrators and teachers and students affect the morale of teachers teaching the most interactive. Personality traits of teachers and education the most dedicated individuals in the morale of teachers, administrators and teacher-student interaction can affect the morale of teachers, too many restrictions on teaching or teaching conflicts detrimental to the morale of teachers. Fourth, the principal of "benevolent leadership" the most positive impact on the morale of teachers; principals "authoritarian leadership" the most negative impact on the morale of teachers; the standardization of teacher morale linear equation = 0.433 "benevolent leadership" -0.267 "authoritarian leadership" +0.123 "moral leadership" Finally, based on findings and conclusions of this ,we make recommendations for executive, leadership of school principals to improve the morale and future research reference.

Abstract It is difficult to exam whether the employees¡¦ perceiption of political behavior in an organization has negative influence on their extra-role behavior. However, facing such difficulties, many researches in management field are still interested in investigating organiztional political behavior. Previous studies found that when employees perceive organizational political behavior, their trust towards orgnizations would decreased and their organizational citizen behavior (OCB) would be lessen. Even though at certain degree, OCB is not significantly related to the formal work assignments and performance evaluation, OCB is not only essential to contexual performance, but also influential to self efficacy and work efficiency. This study aims to explore the difference of employees¡¦ perception of organizational political and OCB in different organization types of international business and local companies in Taiwan. It is also to investigate whether the management styles in international business and in Taiwanese companies would have different impact on employees¡¦ perception of political behavior, and cause different OCB. The research results indicate that first of all, in both international and local Taiwanese companies, management styles have influence on OCB, while the democratic leadership is more effective than the paternalistic leadership. It is also found that political behavior in organizations has impact on OCB, while the organizations without political behaviors have better performance. Secondly, in the international companies, the management styles have significant interaction effect on political behaviors in organizations and OCB; under the democratic leadership, there is less political behaviors and therefore has more effective OCB. Lastly, in the local companies, the management styles have significant interaction effect on political behaviors in organizations and OCB; under the democratic leadership, the less political behaviors does not lead to effective OCB. keywords¡Gmanagement styles, organizational citizen behavior (OCB), Organizational Politics Perceptions, paternalistic leadership, democratic leadership

Abstract In the development of the western leadership theories, transformational leadership, charisma leadership and leader-member exchange theory (to be called LMX theory) can give reasonable explanation to leadership. Owing to the differences of culture, the eastern Chinese society develop paternalistic leadership which depends on tradition of Chinese culture and family system. However, which one can respond with best member efficiency? In this research, the staff of Southern Taiwan Post Office is the object. The aforesaid four leadership styles are independent variable, and the staff¡¦s commitment to organization, loyalty to organization, behaviors that benefit organization, self-evaluation achievement, and superior-evaluation achievement to be dependent variable. control variable is the staff¡¦s background. The purpose of this research is to find out the forecast effect of leadership style to member efficency. Questionnaire survey is the way to collect data for this research. The compilation of questionnaire is according to the scale which is compiled by formerly researchers of the related field, and to repeat to verify concept construction in factor analysis. There are 249 pieces questionnaire being gathered. The main methods of analysis are to take hypothetic-verification by descriptive statistics, correlational analysis, and blocked regression analysis. The conclusions of this research shows that the staff¡¦s commitment to organization, loyalty to organization, and behaviors that benefit organization for Post Office is high. While the leaders of Post Office Lead members in LMX theory, the members¡¦ commitment to organization, loyalty to organization, self-evaluation achievement and superior-evaluation achievement are maximum forecast effects. While the leaders of Post Office lead members in charisma leadership style, the members¡¦ behaviors that benefit organization are maximum forecast effects. Furthermore, in this research we can find that the staff of Post Office which have higher educational background is negative forecast effect in commitment to organization and loyalty to organization. Finally, the concrete suggestions have been mode by conclusions of this research to leaders of Post Office and direction for future research in reference. Key words: Transformational Leadership, Charisma Leadership, LMX, Paternalistic Leadership, Commitment to Organization, Loyal to Organization, Behaviors that Benefit Organization

Magister Commercii (Industrial Psychology) - MCom(IPS) / Achieving organisational effectiveness and sustainable growth is the ultimate goal of organisations in their quest to deliver the services required by society. The achievement of organisational effectiveness is not a random event; organisations rely on their employees' ability to go the extra mile by exhibiting some organisational citizenship behaviours. In order to elicit organisational citizenship behaviours, organisations need leaders who can cultivate some commitment in employees which can arguably lead to the enactment of organisational citizenship behaviours. The culture of an organisation is often determined by the beliefs, values and behaviour of the leader. A paternalistic leadership style is likely to create a culture in which caring for subordinates is crucial, moral integrity is greatly esteemed and authority is respected. When this type of culture is evident in the organisation certain desirable behavioural patterns will come forth from the employees. The purpose of the current research study is to answer the question, "Does paternalistic leadership have a significant influence on organisational commitment and organisational citizenship behaviour among employees working in selected organisations in the Western Cape?". In order to answer the research question explaining the hypothesised relationships, the manner in which paternalistic leadership affect organisational commitment and organisational citizenship behaviour was discussed culminating in a theoretical model which was developed and tested in the present study. The study was conducted using employees drawn from selected organisations in the Western Cape Province of South Africa. The participants were asked to complete three questionnaires comprising the Paternalistic Leadership questionnaire developed by Cheng, Chou and Farh (2000); an adapted version of the Organisational Commitment questionnaire by Allen and Meyer (1991) and the Organisational Citizenship Behaviour questionnaire Podsakoff, Mackenzie, Moorman and Fetter (1990). Out of 300 questionnaires that were distributed to the employees, 230 (n=230) completed questionnaires were returned. Item and dimensionality analyses were conducted on all of the dimensions using SPSS version 23. Subsequently, confirmatory factor analysis was executed on the measurement models of the instruments used. The proposed model was evaluated using structural equation modelling (SEM) via the LISREL version 8.80 software. It was found that both the measurement and structural models fitted the data reasonably well. The results indicated positive relationships between benevolent leadership and organisational commitment; authoritarian leadership and organisational commitment; moral leadership and OCB; and organisational commitment and OCB. There was, however, no significant relationship between moral leadership and organisational commitment; benevolent and OCB. Due to the fact that a few studies on paternalistic leadership exist in South Africa this study adds to the board of knowledge on paternalistic leadership and how it affects employee commitment and OCB. The practical implications of the study and limitations are discussed as well as the direction for future studies.

With the present paper we seek to use Carl Jung´s theoretical approach to the “Projection of the Shadow” as a framework to reveal posible unconscious motivations in our critiques to the Government´s paternalistic attitudes and regulations. Our proposal is that certain aspects of ourselves as individuals and society, which we do not like and do not accept (our Shadow), are seen exclusively as attributable to the Government. We argue that this unconscious dynamic limits our understanding of ourselves and prevents us to comprehend the essence of paternalism, both in our relation with the Government and in our daily life. We do not intend to discuss the logical or empirical validity of the arguments against this form of Government but to point out that those arguments might be influence by unconscious motivations. / El presente artículo busca utilizar el marco teórico de Carl G. Jung, referido a la proyección de la sombra, para dar cuenta de posibles motivaciones inconscientes presentes en nuestras críticas al estado paternalista. La propuesta central es que ciertos aspectos y características propios, los cuales no nos gustan y, por ende, no comprendemos ni aceptamos como nuestros (aspectos sombríos), son vistos de modo exclusivo en el Estado. Lo criticamos, entonces, por aquello que no aceptamos en nosotros mismos, reflejando en él nuestra propia sombra. Consideramos que esta dinámica es problemática, en tanto limita nuestra comprensión de nosotros mismos, de nuestro vínculo con el Estado y de la esencia del paternalismo. Como advertimos en el texto, este artículo no busca reflexionar sobre la validez de las críticas desde un punto de vista argumentativo o empírico, sino que pretende, tan solo, postular la existencia de motivaciones inconscientes en ellas.

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