Management Project: Affective Trust in Chinese Leaders and Performance

This project examines the impact of paternalistic leadership on employee performance, specifically focusing on the role of affective trust in Chinese organizations. The study, based on data from 601 executives in 27 Taiwan organizations, investigates the relationship between paternalistic leadership dimensions (benevolent, moral, and authoritarian) and employee performance, mediated by affective trust. The research explores how leader authoritarianism, benevolence, and morality influence employee outcomes. The findings suggest that effective trust mediates the relationship between benevolent and moral paternalistic leadership and employee performance, highlighting the importance of trust in fostering positive employee responses and enhancing overall organizational performance. The study concludes that paternalistic leadership can cultivate trust among employees, directly leading to improved performance, thereby offering valuable insights into leadership strategies in a Chinese context.

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Research topic: Affective Trust in Chinese Leaders: Linking Paternalistic Leadership to
Employee Performance
Paternalistic Leadership is effective in collecting employee performance. Adopting the
conceptual structure of the social exchange has practiced different dominant Confucian
values as it could be named as a hierarchy as well as rationalism (Chen, Eberly, Chiang, Farh,
& Cheng, 2014). It is stated that there is a relationship between paternalistic leadership and
employee performance. The data was collected on 601 executives of 27 Taiwan organization.
It is examined that the questions were associated with the paternalistic leadership dimension,
morality, and trust. It could be effective for comprehending trust in Chinese leaders (Chen,
Eberly, Chiang, Farh, & Cheng, 2014).
Furthermore, effective trust mediated the relationship between benevolent and moral
paternalistic leadership and employee performance but did not mediate the relationship
between authoritarianism and employee performance. Moreover, the trust could authorize the
person to the social exchange as well as is often practiced as the pointer to determine whether
the social exchange relations exist. It is also founded that The Paternalistic leadership could
facilitate to the leaders to develop trust among employees and directly improve the
performance of an employee. This leadership could be effective in getting the positive
responses of employee and effect the overall performance of the organizational performance
(Chen, Eberly, Chiang, Farh, & Cheng, 2014).
Research questions
The following research questions are followed by the investigator to meet the aim of the
study:
 How leader authoritarianism affect employee performance
 How the leader benevolence affect to the employee performance
 How the leader morality could affect to the employee performance

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References
Chen, X. P., Eberly, M. B., Chiang, T. J., Farh, J. L., & Cheng, B. S. (2014). Affective trust
in Chinese leaders: Linking paternalistic leadership to employee
performance. Journal of management, 40(3), 796-819.