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.

No description available.

本研究在於探討國中校長家長式領導與教師組織承諾之關係，根據文獻分析，及採用問卷調查法；以瞭解國中教師對校長家長式領導與教師組織承諾之現況、差異情形及其相關，並探討工作滿意是否為校長家長式領導與教師組織承諾的中介變項。 本研究以台北縣國中教師為對象，以分層隨機方式抽取樣本，計590位受試者，回收有效問卷468份，佔全部問卷問卷的79.3%，將所得有效樣本資料編碼，分別以描述性統計、t考驗、單因子變異數分析及典型相關等統計方法進行資料的分析與處理，獲得以下結論： 一、國中校長展現中度家長式領導行為，以「德行領導」為最高。 二、國中教師對於組織承諾表現中度以上的程度，尤其是「情感性承諾」最佳。 三、國中教師對於工作滿意表現中度以上的程度，其中「內在滿意」最高。 四、男性、教師兼任主任知覺校長家長式領導較高。 五、41歲以上且在本校服務11~20年的導師其組織承諾較高。 六、校長表現高德行、高仁慈則教師們會產生較高的「情感性承諾」、「規範性承諾」。 七、校長展現低威權會使老師們有較高「情感性承諾」、但是「持續性承諾」、「規範性承諾」也會降低。 八、工作滿意對於家長式領導與教師組織承諾有中介效果。 / The purpose of this study is to investigate the relationship between principal’s paternalistic leadership and teacher’s organization commitment in Junior High Schools. according to the analysis of references and adaptation of questionary survey method to understand the current situation of principal’s paternalistic leadership and teacher’s organization commitment, as well as the correlation and the difference between them,and to discuss the mediating effects of job satisfaction toward principals’ paternalistic leadership and teachers’ organizational commitment. This study took the teachers junior high school in Taipei County as population,and got samples by stratified random sampling. 468 samples are effective among 590 teachers and the rate of retrieve is 79.3 %. After analyzing the data by statistical methods of mean, standard deviation, t test, one-way ANOVA and canonical correlation, the results of this study were as follow： 一、Principals of junior high schools performed above moderate level of paternalistic leadership behavior，especially the performance of moral leadership. 二、Junior high school teachers’ performance in organization commitment was above the average, especially in affective commitment. 三、Junior high school teachers showed above moderate level of Job satisfaction, among which the intrinsic satisfaction was perceived most. 四、Teachers who are males and part-time rectors show higher perception of principal’s paternalistic leadership. 五、Homeroom teachers who are over 41 years and with 11-20 years of service has more organization commitment. 六、While principals perform high morale, benevolent leadership, teachers may have high affective commitment and normative commitment. 七、Principals perform low authoritarian leadership promotes teachers’ affective commitment. However, teachers’ continuance commitment and normative commitment will demote. 八、Job satisfaction does have mediating impact on principal’s paternalistic leadership and teachers’ organization commitment.

本研究旨在探討教育行政機關之主管家長式領導、行政人員情緒勞動及職業倦怠之關係，以瞭解目前我國教育行政機關主管領導型態，並進一步分析行政人員知覺家長式領導與其情緒勞動及職業倦怠之關係。研究方法以文獻分析及問卷調查法為主，係以臺北縣市教育局之行政人員為對象，隨機抽樣400位行政人員，回收有效樣本260人，回收率達65%。問卷調查結果採用描述性統計、單因子變異數分析以及多元迴歸分析法進行分析，獲得研究結論如下： 一、教育行政機關行政人員在知覺主管家長式領導中，「德行領導」之程度最高。 二、教育行政機關行政人員在情緒勞動中，以「深層偽裝」較高。 三、教育行政機關行政人員在職業倦怠中，以「情緒耗竭」最高。 四、不同背景變項之教育行政機關行政人員在知覺主管家長式領導、情緒勞動及職業倦怠等變項上或分向度上有顯著差異。 五、教育行政機關行政人員知覺主管不同之家長式領導類型程度分別與其情緒勞 動有顯著差異。 六、教育行政機關行政人員知覺主管不同之家長式領導類型程度分別與其職業倦 怠有顯著差異。 七、教育行政機關行政人員情緒勞動與其職業倦怠有顯著差異。 八、教育行政機關行政人員知覺主管家長式領導中之「威權領導」及其情緒勞動皆可有效預測其職業倦怠。 根據上述研究結論，本研究提出下列建議： 一、對教育行政機關主管之建議 （一）發揮仁慈領導，主動關懷提供支援之環境， （二）重視德行領導，以身作則俾利型塑使命感。 （三）慎用威權領導，展現理性的人治手段。 （四）建立職場情緒腳本，並納入公務人員訓練課程之中。 （五）加強甄選機制，篩選具合適人格特質之行政人員。 二、對教育行政機關行政人員之建議 （一）主動積極請主管指引政策擬辦方向，以減少情緒勞動。 （二）向資深同仁請益，以有效轉化情緒勞動。 （三）找尋適當的情緒表達管道，以降低表層偽裝的情緒勞動。 （四）瞭解公部門服務之本質，以提升專業效能。 三、對未來研究之建議 分別就研究對象、研究變項及研究方法等方面提出進一步之建議，俾使未來相關研究更臻完善。 / The purpose of this study is to investigate the relationships among paternalistic leadership of supervisors, emotional labor and job burnout of administrators, to realize the status in Taiwan. The research method this study adopted were literature analysis and survey research which data were collected from random sample of 400 administrators of Department of Education Administration Authority in Taipei City and County. The valid samples were 260, and usable responses rates were 65%. The collected data were analyzed by using the statistical methods of descriptive statistics, one-way ANOVA, and multiple regression analysis. And the findings of this study are as follows: 1. Among the perception from the administrators of supervisors’ paternalistic leadership, “moral leadership” is the highest. 2. As to the emotional labor of administrators, “deep acting” is higher. 3. As to the job burnout of administrators, “emotional exhaustion” is the highest. 4. The administrators with different background variables have significant differences in perceptions of supervisors’ paternalistic leadership, their emotional labor and job burnout. 5. The administrators with different level of perceptions of supervisors’ have significant differences in emotional labor. 6. The administrators with different level of perceptions of supervisors’ have significant differences in job burnout. 7. The administrators with different level of emotional labor have significant differences in job burnout. 8. The levels of administrators’ perceptions of supervisors’ “authority leadership” and administrators’ emotional labor can effectively predict the job burnout of administrators. Based on the above findings, this study makes the following recommendations: 1. For supervisors of education administration authority (1) Play a benevolent leadership to provide the supported environment. (2) Emphasis on moral leadership to make a sample for shaping the missions. (3) Use authoritarian leadership carefully to show a rational person. (4) Establish the workplace emotional scripts, and add them in the public service training curriculum. (5) Strengthen the selection mechanisms to select the administrators with appropriate personality traits. 2. For administrators of education administration authority (1) Proactively get the guidelines of proposed direction from the supervisors in order to reduce the emotional labor. (2) Ask senior colleagues to effectively transform the emotional labor. (3) Find the appropriate ways to express emotions in order to reduce the “surface acting” emotional labor. (4) Realize the nature of public sector services in order to promote the professional performance. 3. For future studies: This study provide suggestions on research subjects, variables and methods for future studies as well.

本研究旨在探討國民中學校長家長式領導層面、學校組織健康與教師組織公民行為關係。研究方法為文獻分析與問卷調查法。研究對象為我國國民中學教師，共發出923份問卷，回收率76%，有效樣本共702份。問卷回收後分別以信度分析、描述統計、皮爾森積差相關、集群分析、變異數分析、多元迴歸及結構方程模式等統計方法進行分析。根據研究結果與分析歸納之研究結論如下： 壹、 國民中學教師感受較少校長威權領導行為、中等程度仁慈領導行為、較多德行領導行為。 貳、 國民中學學校組織健康程度尚佳。 參、 國民中學教師組織公民行為程度良好。 肆、 不同背景變項國民中學教師對校長家長式領導層面、學校組織健康及教師組織公民行為看法具顯著差異。 伍、 威權領導與仁慈領導、德行領導、學校組織健康、教師組織公民行為間具有顯著負相關；仁慈領導、德行領導、學校組織健康、教師組織公民行為間則具有顯著正相關。 陸、 國民中學校長家長式領導取向可區分為二種，且各取向在學校組織健康上具顯著差異。 柒、 國民中學校長家長式領導層面可顯著預測學校組織健康程度。 捌、 國民中學校長家長式領導層面及學校組織健康可顯著預測教師組織公民行為程度。 玖、 家長式領導層面、學校組織健康與教師組織公民行為因果關係模式適配度尚佳，其中仁慈領導對學校組織健康之整體效果最高，學校組織健康則對教師組織公民行為之整體效果最高。 最後，本研究依研究結論分別提出以下建議： 壹、 對國民中學校長領導的建議 一、強化仁慈領導程度。 二、強化德行領導程度。 三、轉變威權領導。 貳、 對教育工作者的建議 一、提升學校自主性。 二、校長應致力營造高倡導高關懷的組織氣候。 三、提升校長影響力並作好行政支援教學工作。 四、適時激勵教師工作士氣，營造對學校的認同感。 參、 對後續研究的建議 分別對研究對象、變項及方法等方面，對未來研究提出建議。 / This study is focused on investigating the relationship among paternalistic leadership, organizational health, and organizational citizenship behavior in public junior high schools. The research process includes literature review and questionnaire survey. The population of this study is the junior high school teachers across Taiwan. 923 questionnaires were distributed, and 76% of them about 702 questionnaires were returned. The data is analyzed through reliability analysis, descriptive statistic, Pearson product-moment correlation, cluster analysis, one-way ANOVA, multipack regression and SEM. The findings of the study are as follows: 1. Junior high school teachers show low level of perception in authoritarianism leadership, median level of perception in benevolence leadership , high level of perception in moral leadership, high level of perception in organizational health, and very high level of perception in organizational citizenship behavior. 2. Junior high school teachers with different background show different opinions in paternalistic leadership, organizational health, and organizational citizenship behavior. 3. Authoritarianism leadership has a negative correlation with benevolence leadership, moral leadership, organizational health, and organizational citizenship behavior; there is a positive correlation among benevolence leadership, moral leadership, organizational health, and organizational citizenship behavior. 4. There are two approaches of paternalistic leadership, and they have different impact on organizational health. 5. The paternalistic leadership can predict organizational health significantly; the paternalistic leadership together with organizational health can predict organizational citizenship behavior significantly. 6. The structure relation among paternalistic leadership, organizational health, and organizational citizenship behavior is good. The suggestions of the study are as follows: 1. The suggestions for junior high school principals. (1)Improving the benevolence leadership ability. (2) Improving the moral leadership ability. (3)Transforming the authoritarianism leadership. 2. The suggestions for junior high school educators. (1)Raising the school integrity. (2)Principals should try their best to create a organizational climate with high level of consideration and initiating structure. (3) Principals should boost their influence on their supervisors, and provide teachers with sufficient resources. (4)Inspiring teacher’s moral in time, and boosting their identification with schools. 3. The suggestions for further studies. This study advises some implications on research subjects, variables, and methods.

Submitted by Lucas Zarconi (lucaszarconi@fgvmail.br) on 2015-01-14T17:13:57Z No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) / Approved for entry into archive by ÁUREA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2015-01-16T11:52:22Z (GMT) No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2015-01-19T16:16:18Z (GMT) No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) / Made available in DSpace on 2015-01-19T16:17:03Z (GMT). No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) Previous issue date: 2014-12-17 / Research on paternalistic leadership (PL) has been based exclusively on national cultures´ differences. However there are cues that other contextual variables can add to the explanation of this construct. Due to its capacity to influence expectations of individuals in organizations, organizational culture can contribute to fill this gap. To test if organizational culture influences the effectiveness of leadership style, we conducted two experimental studies using Amazon’s Mechanical Turk, comparing effects of paternalistic and transformational leadership on followers’ outcomes. Using video clips and vignettes, we found that PL is better related to followers´ outcomes in cultures oriented to people than outcome, and that TL has a better relationship in cultures oriented to innovation than stability. The results suggest that organizational culture helps in explaining PL endorsement, and that further analysis of the influence of this variable to PL can provide a better understanding of the expression of this leadership style in organizations.

Submitted by Juliana Mansur (juliana.kopp@fgv.br) on 2016-02-22T13:14:22Z No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2016-02-25T14:29:12Z (GMT) No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2016-02-29T11:47:15Z (GMT) No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) / Made available in DSpace on 2016-02-29T11:47:31Z (GMT). No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) Previous issue date: 2016-02-03 / Although cross-cultural leadership research has thrived in international business literature, little attention has been devoted to understanding the effectiveness of non-western theories beyond their original contexts. The purpose of this study is to examine the cross-cultural endorsement of paternalistic leadership, an emerging non-western leadership theory, using data from GLOBE project. Using multigroup confirmatory factor analyses we found measurement equivalence of a scale derived from GLOBE’s data, which enabled us to compare the endorsement of paternalistic leadership dimensions across 10 cultural clusters and 55 societies. Our study revealed that there are significant differences in the importance societies give to each dimension, suggesting that paternalism as leadership style is not universally nor homogeneously endorsed. Furthermore, results suggest that different patterns of endorsement of each of these dimensions give rise to idiosyncratic shades of paternalistic leadership across societies. Implications for theory and future research on international business are discussed. / Paternalistic leadership is a flourishing area in leadership literature, traditionally assumed to be culture bounded. However, empirical evidences have suggested that rather than national cultures, the conditions under which paternalistic leaders are effective can be related to the fit between the style of a leader and that of his or her followers. In the present research, we focus on paternalistic leadership and contrast it with empowering leadership, as two opposite ways on how leaders influence followers, to explore the individual conditions under which both styles can be effective. Adopting a follower-centered approach, we base our arguments on person-supervisor (P-S) fit theory and regulatory focus theory to propose that leadership effectiveness may be contingent to followers’ own values and motivational needs. We expected paternalistic leadership behaviors (e.g, authority, benevolence, support) to supply motivational needs for predominantly prevention-focused followers, and empowering leadership behaviors (e.g. empowerment, encouragement and autonomy) to supply motivational needs for predominantly promotion-focused followers. Using data collected from two experimental studies and a business simulation, we found support for these ideas, showing that fit increased followers’ perception of attitudinal and behavioral outcomes, such as in-role and creative performance.