Paternalistic Leadership and Follower Effects: The individual- and social-oriented Chinese bicultural self as moderators

[[abstract]]This study was aimed at exploring the relations between paternalistic leadership and follower effects including job performance, organizational affective commitment, and supervisor satisfaction in a Chinese cultural society (Taiwan). Furthermore, in the light of Chinese bicultural self-observed by Taiwan people, we examined the potential moderating effects of the individual- and social-oriented Chinese bicultural self on the relationships between paternalistic leadership and follower effects, job results and job attitudes toward to their supervisors and organizations. The purposive sampling method was used to conduct surveys with structured questionnaires among full-time workers from 109 small and medium enterprises (SMEs) in Taiwan. A total of 774 participants returned valid responses for further analysis and valid rate was 90%. The results revealed that benevolence leadership had positive impacts on all job consequences. Virtue leadership had positive impacts on supervisor satisfaction and organizational affective commitment. Moreover, employees with higher social-oriented self enhanced the positive relationship between benevolence leadership and job performance. Employees with lower individual-oriented self enhanced the positive relationship between Virtue leadership and job performance