A Study on the Relationships between Paternalistic Leadership, Organizational Identification and Work Performance-Using the Benjhou Industrial Park in Gangshan as an Example

• Main Authors: Kuo-ping Wu, 吳國平
• Other Authors: Ing-chung Huang
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/a7253z

碩士 === 國立高雄大學 === 高階經營管理碩士在職專班(EMBA) === 101 === Using the relationships between paternalistic leadership, organizational identification, and work performance as the theme of exploration, this study aims to establish that the paternalistic leadership style has effects on the relationship and manifestation between organizational identification and work performance. The researcher first explores the relevant literatures on leadership theories, paternalistic leadership, organizational identification, and work performance, and then formulates the hypotheses of the study based on analysis of the literatures. Subsequently, paternalistic leadership, organizational identification, and work performance scale are examined as empirical tools. Using the Benjhou Industrial Park in Gangshan as the population, questionnaire surveys were conducted for analysis and comparisons. A total of 250 samples were drawn, out of which 229 valid questionnaires were collected and utilized to test the hypotheses of the study. Upon empirical statistical analysis, the study attained the following results: 1.“Paternalistic leadership” has a significant, positive effect on “organizational identification”. 2.“Paternalistic leadership” has a significant, positive effect on “work performance”. 3.“Organizational identification” has a significant, positive effect on “work performance”. 4.“Paternalistic leadership” can influence “work performance” via the mediating effects of “organizational identification”. Based on the results of the study, the following recommendations are rendered: 1.“Paternalistic leadership” has positive and significant effects on both the variables of “organizational identification” and “work performance.” Hence, it is recommended that, in addition to exercising paternalistic leadership to sternly demand work performance from subordinates, leaders must also employ flexible leadership with benevolence and thoughtfulness, so as to grow subordinates’ identification with the organization, and strengthen and elevate their work performance. 2.Traditional industries are different from large-sized companies, which have comprehensive performance appraisals available for use as a management tool. Paternalistic leadership is an art of management that combines feeling, reason and law, where severity is tempered with gentleness. Enhancing subordinates’ identification with the organization can help them accept challenge and give rise to self-breakthrough, so as to elevate employees’ work performance and relatively increase the company’s competitiveness.