Research On Paternalistic Leadership,Employee Silence And Job Performance

In the organization, the leader plays an extremely important role, and leadership style has a significant impact on employee performance. While most of the researches of leadership style use western values as the starting point, Paternalistic Leadership, with distinctive traditional Chinese culture, occupies a unique position in the theories of leadership.Paternalistic Leadership, which combines strong discipline and authority with fatherly benevolence, originates from Chinese culture.Believe "silence is golden" employee silence is also a very common phenomenon in Chinese society, and it may have a significant negative effect on job performance. Leadership style can influence employee attitudes and behavior, and then affecting job performance, employee silence maybe is a very important variable in the relationship between paternalistic leadership style and job performance. Zhong Yong culture as the expression and the representative of Chinese traditional culture, is affecting the generation after generation Chinese.In this cultural background, it may directly effect attitude and behavior of leaders and employee.Based on paternalistic leadership theories, employee silence, job performance theories and Zhong Yong theories, integrating theoretical deduction and empirical research methods, study the impact path and mechanism that paternalistic leadership affect job performance, investigate the function that employee silence play role between paternalistic leadership and job performance, and that Zhong Yong play role between paternalistic leadership and employee silence. Based on related theory put forward assumption, adopting questionnaire collection the data, make use of statistics analysis software of SPSS19.0and AMOS17.0, adopting description analysis, correlation analysis, T-test analysis, One-way ANOVA analysis and structure equation methods test concept modeland assumption.Based on theories analysis and empirical study get the following main conclusions:1. Different age, working years, marital statuses, occupations and positions and enterprise scale show significant differences on paternalistic leadership, employee silence, job performance and Zhong Yong;2. Paternalistic leadership dimensions have directly positive effect on job performance.3. Paternalistic leadership dimensions have signifaicant effect on employee silence: morality dimension and benevolence dimension of paternalistic leadership has significant negative effect on employee silence, while authoritarianism dimension of paternalistic leadership has significant positive effect on employee silence 4. Employee silence has significant positive effect on job performance.5. Employee silence plays as a partial mediator between paternalistic leadership and job performance.6. Zhong Yong has a moderating effect on the relationship between paternalistic leadership and employee silence.