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Paternalistic leadership and employee creativity: A mediated moderation model

Published online by Cambridge University Press:  14 March 2017

Yating Wang ,
Chaoying Tang ,
Stefanie E Naumann  and
Yong Wang
Yating Wang
Affiliation:
Institute of Psychology, Chinese Academy of Sciences, Beijing, China
Chaoying Tang*
Affiliation:
School of Economics and Management, University of Chinese Academy of Sciences, Beijing, China
Stefanie E Naumann
Affiliation:
Eberhardt School of Business, University of the Pacific, Stockton, CA, USA
Yong Wang
Affiliation:
Institute of Psychology, Chinese Academy of Sciences, Beijing, China
*
Corresponding author: tcy@ucas.ac.cn
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Abstract

Our study extends the relationship between paternalistic leadership and employee creativity by identifying employee organizational identification as a mediator and employee perceived job security as a moderator. Results based on the data of 378 employees from a large bank in China indicated that employee perceived job security moderated the relationship between the morality component of paternalistic leadership and employee creativity. In addition, employee organizational identification mediated the relationship between the morality component of paternalistic leadership and employee creativity. We discuss implications for research on paternalistic leadership and employee creativity.

Keywords

paternalistic leadershipperceived job securityorganizational identificationemployee creativity
Type
Research Article
Information
Journal of Management & Organization , Volume 25 , Issue 1 , January 2019 , pp. 137 - 156
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017 

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