Leadership has attracted a significant amount of scholarly attention in the past few decades. However, most research and theory contributions are to a great extent limited to accounting for leadership practices in the West (Littrell, 2002). This study is designed to develop an effective leadership model that works in the Chinese context. Paternalistic leadership, a dominant leadership style in an Eastern business environment, is compared with transformational leadership, a dominant leadership style in a Western business environment. The notion of transformational leadership was developed under the tutelage of Bernard Bass (1998). Transformational leadership is found to be compatible with collectivistic values (Walumbwa & Lwwler, 2003) and is believed to be appealing and generalizable to Chinese leadership situations (Chen & Farh, 1999). Other researchers have found that within Chinese organizations, leader behaviors are quite distinct from transformational leadership, referring to this leader style as paternalistic leadership (Redding, 1990; Cheng, 1995). The questions are asked, “Transformational or paternalistic leadership, which one is more effective in Chinese organizations? Is one type of leadership superior to the other one in the Chinese culture?” To answer these questions, a model is proposed to clarify the mediating effects of trust and harmony on the relationship between leadership style and its effectiveness, and to interpret the moderating effects of generation on the relationships between both paternalistic and transformational leadership with trust and harmony. Most theories of leadership in organizational behavior originated in the United States and Western Europe and are hypothesized to be universally applicable to non-Western contexts. Departing from this tradition, the current study proposes a Chinese culture-specific leadership theory, built on traditional Confucianism. The principle aim is to examine and articulate a culturally informed and warranted ground for a leadership model in the Chinese context. The results of the study provide a new perspective on leadership in the Chinese context by focusing on three dimensions of paternalistic leadership (authoritative, benevolent, and moral leadership) that are ignored in the Western leadership literature. The results also suggest that trust in the leader and harmonious relationships in an organization are key mechanisms for explaining effective leadership in Chinese organizations regardless of whether paternalistic or transformational leadership is used. What’s more, as the younger generation is becoming the dominant workforce, a successful leader in China should use Western practices and integrate them to fit in Chinese organizations in a way that also acknowledges Chinese traditions.

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.

Small and medium enterprises have played an important role in Taiwanese economic development. However, there are few studies talking about their history of initiating entrepreneurship and systematic developments. Therefore, this paper adopts case study method, using qualitative research method to collect and analyze data. We take one medium and public company in Taiwan to study and interview 26 people semi-structurally from the case company. The targets we interviewed include chairman, vice-president, supervisors, stockholders ; others are senior managers and ex-senior managers. This paper made a systematic analysis on the entrepreneurial and development progress. Based on the way of stories-telling, we intend to find out different practices of the case company from the same trade; discuss starting business, operation characteristics, and leadership styles in order to argue its actual construction.

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

ABSTRACT The purpose of this study is to investigate the effectiveness & influence of paternalistic leadership on top management team. Finally, we want to understand which element of the paternalistic leadership has effective influence on echelon team effectiveness. And the adaptability of paternalistic leadership model on echelon team leading. This study is according to 840 effective cases from 120 echelon teams belong to primary schools in the country, installed 6 team members completely. It is adopted SPSS FOR WINDOWS as the tool for sampling data in descriptive statistic and examination the correlated coefficient Cronbach¡¦s £\ of all variables. Relativity analysis is used to analyze the relationship among all variables. Block regression analysis is used to examine the predictability of team effectiveness in each element of paternalistic leadership and the paternalistic leadership model. The results are present in below. 1. The elements, benevolence and moral, have significantly positive prediction on echelon team effectiveness, including team performance, team commitment, team cooperation & leading satisfaction . 2. The authoritarianism has significantly negative expectation on echelon team effectiveness excluding team performance. 3. The paternalistic leadership model has significantly prediction on echelon team effectiveness. 4. In paternalistic leadership model, authoritarianism hasn¡¦t negative reaction on team performance & team commitment. Keywords: team leadership, paternalistic leadership, echelon team, team effectiveness

This century the West constantly research on the leadership phenomenon, and has developed several theories such as the trait theories, the behavioral theories, the contingency theories, the transformational theories, the leader-member exchange theory, and the charismatic leadership. Lately Silin and Cheng Po-Hsuan focused on the leadership characteristics of Chinese enterprise administrator or leader, which can be referred as "paternalistic leadership". The Post employee has the identity of both civil servant and labor, so the supervisor of such people is also differ from the ordinary enterprise administrator, which should hold the qualities of professional manager, so, the management method of the post supervisor to his subordinate has the necessity to research and discuss. However, this research has the goals of 1. to discuss the management form of the post supervisor 2. to discuss the different effects of the different leadership theories. This research was performed on the Taiwan south area Post managing department, and base on the employee's opinion as the research tool, the data process and analysis was done by using "person relative analyze" and "Blocked Regression". The result of the research found out that out of the six major leadership theories, LMX theory only did not give satisfy result on "supervisor justice action", the rest of "supervisor evaluation", "supervisor beneficial behavior", "repayment", "promises to supervisor", and "loyalty to the supervisor", has positive effects and better expectances compare to other three leadership theories. Therefore, the administrator mode of the Post supervisor, if compared with "paternalistic leadership", "transformational leadership", "charismatic leadership", and "LMX leadership", the "LMX leadership" is more suitable. Finally, base on the result of research, some concrete suggestions can be given to the Post Office and later researchers.

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.