dimensions of the PL model, then examined the effects of the
PL dimensions on the subordinate’s psychological responses (defined as
compliance without dissent, gratitude and repayment, and identification
and imitation), and finally explored the impact of PL dimensions on a
variety of subordinate outcomes such as workplace emotion, job per-
formance, job attitudes, and organizational citizenship behavior (OCB).
The development of a PL scale
Cheng, Chou, and Farh ( 2000 ) constructed a forty-two-item Paternalis-
tic Leadership Scale (PLS) that has three subscales (authoritarianism,
benevolence, and morality) corresponding to the three dimensions of
PL. The construct domains of the PLS were derived primarily from
the earlier ideographical works by Cheng (1995a,1995b,1995c). The
domain of authoritarian leadership includespowerfully subduing,refer-
ring to insisting on complete obedience from followers;authority and
control, referring to having a final say on all key decisions in the
workplace;intention hiding, referring to keeping distance from follow-
ers;rigorousness, referring to imposing strict discipline on followers, and
doctrine, referring to instructing followers to achieve high performance.
The domain of benevolent leadership containsindividualized care,and
understanding and forgiving. The domain of moral leadership includes
integrity and fulfilling one’s obligations,never taking advantage of
others, and theselfless paragon. Using two independent samples from
Taiwan (a private conglomerate and a set of primary schools), Cheng,
Chou, and Farh ( 2000 ) found that the items of the PLS loaded highly on
their intended dimensions, the three dimensions of PL were statistically
distinct, and each subscale had high internal consistency. The construct
validity of the PLS was thus preliminarily established.
Six empirical studies have used the PLS to examine the effects of
PL dimensions on subordinate psychological responses and outcomes
(Cheng, Huang, and Chou, 2002 ;Chenget al., 2003 ;Chenget al.,
2004 ;Cheng,Shieh,andChou, 2002 ;Farhet al., 2006 ; Wu, Hsu, and
Cheng, 2002 ). Two of these studies were conducted in mainland China
and five in Taiwan, drawing on samples from a variety of organizations,
including private businesses, high-tech firms, and primary schools.
Main effects of authoritarian leadership
Inconsistent with the prediction by Farh and Cheng ( 2000 ), research
using the PLS did not find a consistent positive correlation between
176 Jiing-lih Farhet al.