| Dedication | 第6-7页 |
| Acknowledgement | 第7-8页 |
| 摘要 | 第8-10页 |
| Abstract | 第10-13页 |
| Chapter One Introduction and Study Background | 第28-39页 |
| 1.1 Introduction | 第28-31页 |
| 1.2 Research Gap | 第31-32页 |
| 1.3 Research Significance | 第32-35页 |
| 1.4 Statement of Problem | 第35页 |
| 1.5 Research Objectives | 第35-36页 |
| 1.6 Research Questions | 第36-39页 |
| Chapter Two Review Of Literature | 第39-57页 |
| 2.1 Literature Review | 第39页 |
| 2.2 Paternalistic Leadership | 第39-51页 |
| 2.2.1 Western and Non-Western Researcher Conflicts | 第40-41页 |
| 2.2.2 Paternalistic Leadership Dimensions | 第41-42页 |
| 2.2.3 Predecessor and Successor of Paternalistic leadership | 第42-51页 |
| 2.3 Employee Performance | 第51-53页 |
| 2.3.1 Performance dimensions | 第52-53页 |
| 2.3.1.1 In-Role Performance | 第52-53页 |
| 2.3.1.2 Organizational Citizenship Behavior | 第53页 |
| 2.4 Self-Efficacy | 第53-55页 |
| 2.5 Follower-Leader-Identification | 第55-57页 |
| Chapter Three Hypotheses Development and Theoretical Background | 第57-81页 |
| 3.1 Hypotheses development | 第57页 |
| 3.2 Paternalistic Leadership and Performance of Employee | 第57-59页 |
| 3.3 Self-Efficacy as a Mediator | 第59-62页 |
| 3.4 Follower-Leader Identification as Mediator | 第62-64页 |
| 3.5 Culture as Moderator | 第64-76页 |
| 3.5.1 Chinese Culture | 第66-68页 |
| 3.5.2 Pakistani Culture | 第68页 |
| 3.5.3 Differences in Chinese and Pakistani Culture | 第68-70页 |
| 3.5.4 Power Distance as moderator | 第70-73页 |
| 3.5.5 Collectivism as moderator | 第73-76页 |
| 3.6 Research Model | 第76-77页 |
| 3.7 Summary of Hypotheses | 第77-81页 |
| Chapter Four Research Methodology | 第81-91页 |
| 4.1 Research Methodology | 第81页 |
| 4.2 Scale Refinement and Measurements | 第81-88页 |
| 4.2.1 Paternalistic Leadership | 第83页 |
| 4.2.2 Follower Leader Identification | 第83-84页 |
| 4.2.3 Self-Efficacy | 第84页 |
| 4.2.4 Culture | 第84-86页 |
| 4.2.5 Employee Performance | 第86-87页 |
| 4.2.6 Control Variables | 第87-88页 |
| 4.3 Sampling Design | 第88页 |
| 4.4 Data Collection | 第88-89页 |
| 4.5 Procedural Designs | 第89-90页 |
| 4.6 Pilot Testing | 第90-91页 |
| Chapter Five China Data Result | 第91-130页 |
| 5.1 China Data Analysis | 第91页 |
| 5.2 Demographic Analysis of Chinese Sample | 第91-95页 |
| 5.3 Descriptive Analysis of Chinese sample | 第95-96页 |
| 5.4 Reliability Analysis of Chinese Sample | 第96-97页 |
| 5.5 Correlation Analysis of Chinese Sample | 第97-100页 |
| 5.6 Factor analysis of Chinese Sample | 第100-103页 |
| 5.6.1 Confirmatory Factor Analysis of Chinese Sample | 第100-102页 |
| 5.6.2 Common Method Analysis of Chinese Sample | 第102-103页 |
| 5.7 Statistical Plan of Testing Hypotheses on Chinese Sample | 第103-130页 |
| 5.7.1 Main effect of Paternalistic Leadership on Performance of Employee(Hypothesis 1) | 第104-105页 |
| 5.7.2 Mediating Role of Self-Efficacy between Paternalistic Leadership andPerformance of Employee (Hypothesis 2) | 第105-109页 |
| 5.7.3 Mediating Role of Follower-Leader-Identification between PaternalisticLeadership and Performance of Employee (Hypothesis 3) | 第109-112页 |
| 5.7.4 Moderated Mediation effect of Power Distance among PaternalisticLeadership and Performance of Employee (Hypothesis 5) | 第112-121页 |
| 5.7.5 Moderated Mediation effect of Collectivism among Paternalistic Leadershipand Performance of Employee (Hypothesis 7) | 第121-130页 |
| Chapter Six Pakistan Data Result | 第130-169页 |
| 6.1 Analysis of Pakistani Data | 第130页 |
| 6.2 Demographic Analysis of Pakistani Sample | 第130-133页 |
| 6.3 Descriptive Analysis of Pakistani Sample | 第133-134页 |
| 6.4 Reliability Analysis of Pakistani Sample | 第134-135页 |
| 6.5 Correlation Analysis of Pakistani Sample | 第135-137页 |
| 6.6 Factor analysis of Pakistani Sample | 第137-140页 |
| 6.6.1 Confirmatory factor analysis of Pakistani Sample | 第138-139页 |
| 6.6.2 Common Method Biasness of Pakistani Sample | 第139-140页 |
| 6.7 Statistical plan of testing hypotheses on Pakistani sample | 第140-169页 |
| 6.7.1 Main effect of Paternalistic Leadership on Performance (Hypothesis 1) | 第141-142页 |
| 6.7.2 Mediating Role of Self-Efficacy between Paternalistic Leadership andPerformance of Employee (Hypothesis 2) | 第142-146页 |
| 6.7.3 Mediating Role of Follower-Leader-Identification between PaternalisticLeadership and Performance of Employee (Hypothesis 3) | 第146-150页 |
| 6.7.4 Moderated Mediation effect of Power Distance among PaternalisticLeadership and Performance of Employee (Hypothesis 5) | 第150-159页 |
| 6.7.5 Moderated Mediation effect of Collectivism among Paternalistic Leadershipand Performance of Employee (Hypothesis 7) | 第159-169页 |
| Chapter Seven China Pakistan Analysis | 第169-184页 |
| 7.1 Analysis of China and Pakistan data | 第169页 |
| 7.2 Two independent sample t-test | 第169-170页 |
| 7.3 Comparison based on Power distance | 第170-177页 |
| 7.4 Comparison based on Collectivism | 第177-184页 |
| Chapter Eight Discussion, Conclusion, and Recommendation | 第184-192页 |
| 8.1 Discussion | 第184-187页 |
| 8.2 Practical and Theoretical Implications | 第187-189页 |
| 8.3 Limitations and Future Research | 第189-190页 |
| 8.4 Conclusion | 第190-192页 |
| References | 第192-218页 |
| Appendix A | 第218-227页 |
| Appendix B | 第227-246页 |
| Personal Resume | 第246-248页 |
| Education | 第246页 |
| Experience | 第246页 |
| Publications | 第246-247页 |
| Awards | 第247-248页 |
