Research On The Influence Of Paternalistic Leadership On The Creativity Of New Generation Of Employees

Innovation is the key to business moving and market winning. The new generation of employees is becoming the main force of labor market. Most of them have a good education, the courage to challenge, and try something new in order to be different. They should become the subject of enterprise innovation. But in reality, their high turnover rate is sufficient to prove that is not true, and the leadership behavior rooted in the specific culture plays a key role in it. There are lots of researches about the influences of different types of leadership behavior on the creativity of employees and the results are very fruitful. But the empirical research about Paternalistic Leadership which has the characteristic of China’s traditional culture is still insufficient. At the same time, the effect of individual’s psychological factors which received much attention in the process of the influence of leadership behavior on employees’ creativity is instable. The intrinsic mechanism of leadership efficiency is not yet clear. Innovation is a process of thinking collision, and itself has the social attribute. So this paper takes the new generation of employees as the research subject, to analyze the three dimensions of Paternalistic Leadership, authoritarian leadership, benevolent leadership, moral leadership, will have what kind of impact on their creativity. And based on the theory of social network, this paper will further explore the intermediary effect of knowledge sharing behavior in human interaction in this process.Based on the theoretical analysis of previous literature, combined with the practice, this paper proposes research hypotheses and constructs a theoretical model. The small sample prediction shows good reliability and validity, and under this condition, the questionnaire survey was launched formally. SPSS 17.0 was adopted in the statistic analysis of date from 264 valid questionnaires. This process includes descriptive statistics of the sample, reliability test, construct validity test, correlation analysis, regression analysis, intermediary effect test and so on. The results show that: authoritarian leadership under the Paternalistic Leadership shows significant negative impact on the creativity of the new generation of employees; benevolent leadership and moral leadership both show significant positive impact, and the promotion effect of moral leadership is more obvious; as a whole, Paternalistic Lea dership has a significant positive impact on the creativity of the new generation of employees; in the process of authoritarian leadership’s negative impact, knowledge sharing plays a partial intermediary role; so does the effect on the positive promotion of benevolent leadership and moral leadership respectively, and the intermediary effect in moral leadership is more obvious; as a whole, knowledge sharing has a complete intermediary effect on the relationship between Paternalistic Leadership and the creativity of the new generation of employees. All research hypotheses proposed in this paper are set up.In the management practice of the new generation of employees, Paternalistic Leadership is still an effective leadership style. It’s easier to deepen the identification and imitation of the new generation of employees when their leader practice what he or she preaches and business is business. The concern, consideration, tolerance and care for them will make them work harder, strive for perfection, and sometimes even over-fulfilled. But too much emphasis on the authority of the leadership brought to the organization often is the collective silence. If the leader want to exert the creativity of the new generation of employees fully, access to the market compet itive advantage, he or she must be aware of that: unless there are other environmental factors in the organization that can stimulate the knowledge sharing behavior among employees, at this time the leadership behavior can be secondary slightly, otherwise, he or she need to pay attention to whether the atmosphere of knowledge sharing among employees has changed significantly, and then adjust their own leadership behavior or management style duly based on the result.