- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Based on social cognitive theory, we theorize that collective efcacy plays a mediating role in the relationship between paternalistic leadership and organizational commitment and that this mediating role depends on team cohesion. The empirical results from a study of 238 employees from 52 teams at manufacturing companies show that benevolent leadership and moral leadership, both components of paternalistic leadership, are positively related to organizational commitment and further that collective efcacy mediates the moral leadership–organizational commitment relationship. We did not fnd a relationship between authoritarian leadership and organizational commitment. Besides, it was found that team cohesion negatively moderates the relationship between moral leadership and collective efcacy and positively moderates the relationship between collective efcacy and organizational commitment. Explanations and directions for future research are discussed.
Today, paternalistic leadership is still an exciting area for research. Diferent research results indicate that much more remains to be done to unveil the essence of this leadership style. Our study illustrates that collective efcacy is an important mechanism in explaining why moral leadership generates such high levels of organizational commitment, and interestingly, the fndings also reveals both negative and positive consequences of team cohesion. Thus, our model helps explain the interplay of paternalistic leadership, collective efcacy, organizational commitment, and team cohesion. We hope that it prompts further research into the efects of the three diferent dimensions of paternalistic leadership and the diferent mechanisms through which they work.