We have known that difference leadership of PL can affect the different organizational ethical climate, and different ethical climate will also result in different outcome of organizations on the contrary. This complete framework can enhance our
conception of organization behaviors. This study has helped broaden our knowledge base on these vital subject matters.
5.6.1 Extended this study
Owing to this study is explored that the sub-dimensions of PL (paternalistic leadership) and organizational ethical climate, hence, 3 leadership by 3 ethical climates, namely, there are nine combinations, this study explored five combinations.
In other words, future research interested in examining the other possible combinations. Indeed, in addition to the hypothesized relationships, many of the other relations in this study emerged as significant, for example, from the Pearson correlation matrix we can find out authoritative leadership is positive to principled climate. Because authoritative leaders make a rule and want subordinates obey the rules, hence, organizations systems must have an authority, and must be performed strictly with systems, no matter how difficult for introduced legislation only for hold on, principled climate gradually coming into being in organizations and all of subordinates were obeyed consciously.
5.6.2 Add other variable
As previously mentioned, an organization ethical climate can result in different outcome of organizations, this is important, because subordinates are imbricates in organizations ethical climate, if subordinates affected negatively by ethical climate so it may be affect the psychological taste of subordinate for organizations. In other words, we have interest in understanding whether the three dimensions (affective commitment, continuous commitment and normative commitment) of organizational
commitment are affected by different organizational ethical climate. According to Edwards (2001), multidimensional constructs may be distinguished from
unidimensional constructs, which refer to a single theoretical concept. Therefore, we argued that the construct of organizational commitment is coarse and should be decomposed into three aspects.
In addition, there is also interest ideas from this study, Prior research notes differences in communication style, tolerance for ambiguity and change, and socialization between men and women (Hooijberg & DiTomaso 1996). For instance, women tend to evidence a leadership style that is more transformational than their male counterparts (Stetler, 2002). Compared to male managers, female managers use a participative leadership style, are socialized to display care and consideration, and establish better rapport with organizational members (Eagly & Johnson 1990;
Hooijberg & DiTomaso 1996). For example, female city managers tend to facilitate community relations and communication with citizens and elected officials (Fox &
Schuhmann 1999). According to the features of woman above, these characteristics could positively / negatively influence the formation of organizational ethical climate.
There is also evidence showing that female leaders are more nurturing, empathic, and responsive than male leaders, but they will also report the negative side (e.g., moody). Male leaders, on the other hand, are perceived to be more action-oriented and more focused on tasks (Liz & Brian, 2000). These are all potentially interesting questions to examine in future research.
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Appendix I: Scales in English Paternalistic Leadership Scale
Cheng, Chou, and Farh (2000)
Six-point, Likert-type scale ranging from 1 (strongly disagree) to 6 (strongly agree).
Authoritative Leadership
1. My supervisor asks me to obey his/her instructions completely.
2. My supervisor has a dig at me, when I against him/her in public.
3. Modeling subordinates have to follow the dictates of supervisor that in his/her mind.
4. My supervisor does not let us to know information.
5. My supervisor determined all decisions in the organization whether they are important or not.
6. My supervisor always has the last say in the meeting.
7. My supervisor does not let us to detect his/her real intent.
8. My supervisor always behaves in a commanding fashion in front of employees.
9. I feel pressures when working with him/her.
10. My supervisor exercises strict discipline over subordinates.
11. My supervisor scolds us when we can’t accomplish our tasks.
12. My supervisor emphasizes that our group must have the best performance of all the units in the organization.
13. We have to follow his/her rules to get things done. If not, he/she punishes us severely.
Benevolent Leadership
1. My supervisor concerns about my private life and everyday life.
2. Beyond work relations, my supervisor expresses concern about my daily life.
3. My supervisor takes very thoughtful care of subordinates who have spent a long time with him/her.
4. My supervisor meets my needs according to my personal requests.
5. My supervisor encourages me when I encounter arduous problems.
6. My supervisor takes good care of my family members as well.
7. My supervisor tries to understand what the cause is when I don’t perform well.
8. My supervisor gives me a chance to correct my errors, when I am make mistakes.
9. My supervisor cannot deal me a low blow in front of everyone.
10. My supervisor gives me guidance and assistance, when I lack of ability for job.
11. My supervisor handles what is difficult to do or manage in everyday life for me.
Moral Leadership
1. My supervisor never avenges a personal wrong in the name of public interest when he/she is offended. (Reversed)
2. My supervisor uses his/her authority to seek special privileges for himself/herself.
(Reversed)
3. My supervisor puts the blame on others thoroughly, when job lands in trouble.
(Reversed)
4. My supervisor is very righteous and does not use public office for private gain.
5. My supervisor is impartial and disinterested for us.
6. My supervisor does not take advantage of me for personal gain.
7. My supervisor does not use guanxi (personal relationships) or back-door practices to obtain illicit personal gains.
8. My supervisor is my role model of knowing how to behavior and deal with matters.
9. My supervisor is able to set a good example.
Organizational Ethical Climate Scale
Victor and Cullen (1988)
Seven-point rating scales, ranging from 1 (extremely disagree) to 7 (extremely agree).
Egoistic climate
1. Employees in my organization are not expected to do be concerned with the organization’s interest all the time. (Reversed)
2. Work that hurts my organization’s interests cannot be acceptable. (Reversed) 3. All decisions and actions in my organization are expected to contribute to the
organization’s interests.
Benevolent Climate
1. Concern for employees is prevalent in my organization.
2. My organization does not consider the well-being of all employees. (Reversed) 3. All decisions and actions in my organization are expected to result in what is
generally best for everyone.
Principled Climate
1. Compliance with organization rules and procedures is very important in my organization.
2. Employees in my organization are not expected to stick to organization’s policies strictly. (Reversed)
3. People who do not follow organization rules and procedures are not viewed favorably in my organization.
Appendix II： ： ：Questionnaire in Chinese ：
非
二、 本部分希望了解您組織的氣候型態。依照您的實