Motivating learning goal orientation and job performance: Leadership training and development

Abstract

Drawing upon role identity theory and human capital theory, this study explored the role of paternalistic leadership in terms of job performance. Empirical analyses were performed based on a field investigation involving agents from three large insurance companies in Taiwan. The analyses first showed that benevolent leadership indirectly influenced job performance only through strategy role commitment, while authoritarian, benevolent, and moral leadership indirectly influenced job performance through affective dependence. Second, strategy role commitment influenced job performance directly and indirectly through learning goal orientation, whereas affective dependence influenced job performance indirectly only through learning goal orientation. Third, management position positively moderated the positive effects of strategy role commitment on both learning goal orientation and job performance. Last, theoretical and practical implications were discussed based on the results.