家长式领导是一种普遍存在于集体主义文化中的领导方式，它强调威权和家族式的关怀。员工主动担责行为是一种旨在影响组织积极变革的自愿行为，它需要员工个人自愿和建设性的努力。在全球化竞争日益激烈、组织快速变革发展的时代，员工主动担责行为对组织创新与发展有至关重要的影响，在当今时代与组织背景下，传统的家长式领导是否能促进员工主动担责行为？在以往的研究中，关于家长式领导对员工主动担责行为影响机制的研究相对较少，本研究以组织自尊为中介变量、优势导向心理氛围为调节变量，采用问卷调查法等方法，探讨家长式领导对员工主动担责行为的影响机制。

本研究通过线上和线下结合的方式寻找在职的被试，发放测量问卷并收取数据。最终样本由线上被试 512 人和线下 129 人组成，他们分别来自国企、外企、合资企业或者民营企业，主要为年龄分布在 31-40 岁之间的、企业基层员工与中层管理者，学历大多数为本科。

本研究探究了家长式领导在优势导向心理氛围的调节作用和组织自尊的中介作用下，对员工主动担责行为的影响。首先，我们采用层级回归分析和bootstrap方法来验证假设。结果表明，在家长式领导与员工主动担责行为之间，组织自尊发挥着完全中介作用；优势导向心理氛围在家长式领导和组织自尊之间的调节作用并不显著；优势导向心理氛围对组织自尊与员工主动担责行为之间的关系有正向调节作用；优势导向心理氛围调节了在家长式领导与员工主动担责行为之间，组织自尊所起的中介作用。为了进一步验证家长式领导对员工主动担责行为的影响机制，我们探究在高、中、低三个不同水平的优势导向心理氛围下，新的家长式领导类型，即仁慈主导型领导、威权主导型领导和经典家长式领导三种类型，对员工主动担责行为的影响，我们采用响应面分析和多项式回归来验证假设，为探究家长式领导对员工行为的影响研究提供了更为细致和全面的理解。结果表明，仁慈主导型领导、威权主导型领导和经典家长式领导正向影响员工主动担责行为；高仁慈主导型领导情形下的员工主动担责行为要高于高威权主导型领导情形下的员工主动担责行为；优势导向心理氛围正向调节了仁慈主导型领导、威权主导型领导和经典家长式领导与员工主动担责行为之间的关系。

研究结论认为，当今中国组织中，家长式领导仍然有其独特的价值，它通过正向影响员工组织自尊，从而正向影响员工主动担责行为，优势导向心理氛围有助于家长式领导效能的发挥，这一研究丰富了家长式领导新范式的研究，为家长式领导效能的发挥提供了有效建议。

Paternalistic leadership is a type of leadership prevalent in collectivist cultures that emphasizes authoritarianism and benevolence. Employee's taking charge behaviors is a kind of voluntary behavior aimed at influencing the positive change of the organization, which requires the voluntary and constructive efforts of individual employees. In the era of rapid organizational development and increasingly fierce global competition, employees' taking charge behaviors has a crucial impact on organizational innovation and development. Can traditional paternalistic leadership adapt to the ever-changing era and organization? In previous studies, there were relatively few studies on the mechanism of impact of paternalistic leadership on taking charge behaviors of employees. This study took organization-based self-esteem as the mediating variable and strength-based psychological climate as the moderating variable, and adopted questionnaire survey and response surface analysis methods to explore the mechanism of influence of paternalistic leadership on taking charge behaviors.

In this study, on-the-job subjects were sought through a combination of online and offline methods, measurement questionnaires were issued and data were collected. The final sample consists of 512 online subjects and 129 offline subjects, who are from state-owned enterprises, foreign enterprises, joint ventures or private enterprises respectively. They are mainly basic employees or middle managers aged between 31 and 40 years old, and most of them have bachelor's degree.

Our study explored the influence of paternalistic leadership on taking charge behaviors under the moderating influence of strength-based psychological climate and the mediating effect of organization-based self-esteem. Our hypothesis was tested using hierarchical regression analysis and the bootstrap technique. The findings indicate that organization-based self-esteem plays a completely mediating role between paternalistic leadership and taking charge behaviors of employees, and the moderating influence of strength-based psychological climate on the connection between paternalistic leadership and organization-based self-esteem is not significant, but the moderating influence of strength-based psychological climate on the connection between organization-based self-esteem and taking charge behaviors of employees is positive. Strength-based psychological climate moderates the intermediary function of organization-based self-esteem between classical paternalistic leadership and taking charge behaviors of employees. In order to further investigate the mechanism through which paternalistic leadership impacts the taking charge behaviors of employees, we explores that under three different levels of strength-based psychological climate, the influence of new types of paternalistic leadership, namely benevolence-dominant paternalistic leadership, authoritarianism-dominant paternalistic leadership and classical paternalistic leadership on taking charge behaviors of employees. We used response surface analysis and polynomial regression to verify our hypothesis, providing a more detailed and comprehensive understanding of the impact of paternalistic leadership on employee behavior. The results show that benevolence-dominant paternalistic leadership, authoritarianism-dominant paternalistic leadership and classical paternalistic leadership positively affects employees' taking charge behaviors, and employees' taking charge behaviors in high benevolence-dominant paternalistic leadership condition is higher than that in high authoritarianism-dominant paternalistic leadership condition. Strength-based psychological climate effectively facilitates the associations among benevolence-dominant paternalistic leadership, authoritarianism-dominant paternalistic leadership and classical paternalistic leadership on taking charge behaviors.

The conclusion of this study is that paternalistic leadership still has its unique value in today's Chinese organizations. It positively affects employees' OBSE and thus their taking charge behaviors, and strength-based psychological climate contributes to the raising efficiency of paternalistic leadership. This study has enriched the research on benevolence-dominant paternalistic leadership, authoritarianism-dominant paternalistic leadership and classical paternalistic leadership, a new paradigm of paternalistic leadership. It provides effective suggestions for the efficiency of paternalistic leadership.