Paternalistic Leadership and Counterproductive Work Behavior: Mediating Role of Leader Identification and Moderating Effect of Traditionality in Chinese Generation Z Employees

Abstract This study investigates how paternalistic leadership—authoritarian, benevolent, and moral—affects counterproductive work behaviors among Chinese Generation Z employees. Using social identity theory and Chinese traditional culture as a foundation, we propose a moderated mediation model with leader identification as a mediator and traditionality as a moderator. Data from a multi-time survey of 324 Gen Z employees in China, analysed with Stata 17.0, reveal that benevolent and moral leadership reduce counterproductive behaviors, while authoritarian leadership increases them. Leader identification fully mediates the effects of benevolent and moral leadership and partially mediates the effect of authoritarian leadership. Traditionality negatively moderates the relationship between paternalistic leadership and leader identification, with lower traditionality strengthening this connection. These results highlight the complex dynamics between leadership styles and employee behavior, providing insights for creating productive and harmonious workplaces for Gen Z employees in China.