本文通过对108家中国企业的高管团队问卷调查所获得的数据的分析,探讨了CEO的家长式领导对高管团队有效性的影响机制,结果表明:仁慈领导和德行领导对团队有效性有显著的积极影响,威权领导对团队有效性有显著的消极影响；团队凝聚力起到了部分中介的作用,威权领导通过降低团队凝聚力对团队有效性产生负面影响.%CEO's leadership in top management team (TMT) has a dominate influence on team effectiveness. Paternalistic leadership is an indigenous leadership concept and has shown greater effects on organizational functions, including transformational and transactional leadership in Chinese business contextThe development and validation of paternalistic leadership theory is evolving. This study reviews theories on paternalistic leadership, team cohesion and TMT effectiveness, and proposes a theoretical model that integrates CEO paternalistic leadership, team cohesion and TMT effectiveness. The model is illustrated as Figure 1. The purpose of this study is twofold; (1) examine the influence of CEO paternalistic leadership on TMT effectiveness, and (2) investigate the mediating effect of team cohesion on the relationship between CEO paternalistic leadership and TMT effectiveness.This study proposes ten research hypotheses on the relationship between CEO paternalistic leadership and TMT effectiveness. To validate these hypotheses, this study conducted a survey with TMT and middle managers form 185 firms located in Sichuan province of China. We collected data from three different resources to reduce common method variances. Finally, we received a total of 108 responses, representing a response rate of 58. 38% . Our subjects in this study include 108 CEOs, 401 TMT members and 540 middle managers. Subjects are primarily from the manufacturing (25% ) and service (25% ) sectors, followed by construction, real estate, energy, chemical, information technology, logistic, food, retails, communication, pharmaceutical and other sectors. According to ownership types, 46% of these firms are state-owned enterprises, and the others are privately-owned enterprises.This paper used the following steps to analyze the collected data.· Step one; we analyzed the construct reliability and construct validity of the related constructs.·Step two; we calculated rwg(j) and one-way ANOVA F values on the ratings of all variables to test the level of within-team individual agreement.·Step three; we conducted descriptive statistics and correlation analysis for all the team level variables included in this study.·Step four; we used Structural equation modeling (SEM) method to examine the hypothesized models.This study develops and tests an integrated model that integrates paternalistic leadership, team cohesion and TMT effectiveness. The first research question addresses how well CEO paternalistic leadership alone can explain the overall effectiveness of top teams. The result supports the contention that paternalistic leadership is not a unified construct and its different dimensions yield two-side effects on TMT effectiveness. Moral and benevolent dimensions are positively related to TMT effectiveness, whereas authoritarian dimension is negatively associated with TMT effectiveness. The second goal of this study is to investigate the intervening mechanism linking paternalistic leadership and TMT effectiveness, and the analysis reveals mediating effect for the relationship between authoritarian leadership and TMT effectiveness. Our results suggest that a CEO with authoritarianism can produce negative effects on TMT effectiveness via decreasing the sense of moral and the sense of belonging within team. However, neither benevolent leadership nor moral leadership can have positive influence through the mediation of team cohesion. This finding contradicts with ourexpectations. The possible explanation for this result is that in the transactional economy the interpersonal relationships within top teams are rather complicated. CEOs tend to divide their subordinates into in-group members and out-group members. In-group members are more likely to show more benevolence and morality,and demonstrate more authoritarian behaviors than out-group members. Therefore, TMT members who are perceived as out-group members will not identify with CEOs and other teammates. Therefore,out-group members lack the sense of team belonging. Moreover, the sense of moral of out-group members also decreases because they feel that they possess less power than in-group members.This study makes two major contributions to the theoretical literature of paternalistic leadership and TMT conflict. First,this study is the first attempt to validate an important assumption of paternalistic leadership at the upper echelon level of the organization, and it clarifies the relationship among benevolence, moral, and authoritarian dimensions of paternalistic leadership. Second, this study is also the first attempt to test the mediating effect of team cohesion between paternalistic leadership and TMT effectiveness, and finds that cohesion is not the only approach through with paternalistic leadership influences TMT effectiveness. This study also provides insights into the ways CEO leadership may be an important driving force for the operation of TMTs. Although authoritarian leadership is unappreciated by TMT members and can lead to poor team performance, the moral and benevolent leadership still have positive associations with team effectiveness. In addition,CEOs should treat all the team members fairly when they demonstrate benevolent and moral behaviors. Thus,team members can avoid partiality or prejudice. Finally,CEOs must establish the idea that team cohesion is the essential strategic firm asset,try to decrease the power distance between leaders and members,as well as create a fair and democratic atmosphere and increase team cohesion. Thus, CEOs can enhance the enthusiasm and creativity of team members and encourage them to participate in team decisions.
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