Title Page

Abstract

Contents

I. Introduction 13

1.1. Research background 13

1.1.1. Theoretical background 13

1.1.2. Realistic background 16

1.2. Research significance 23

1.2.1. Theoretical significance 23

1.2.2. Practical significance 24

1.3. Research content and structure arrangement 26

1.3.1. Research content 26

1.3.2. Structure Arrangement 28

1.4. Research methods and technical routes 30

1.4.1. Research method 30

1.4.2. Technical Route 34

1.5. Research innovations 35

II. Theoretical basis and literature review 39

2.1. Research background Theoretical basis 39

2.1.1. Social Learning Theory 39

2.1.2. Social Exchange Theory 40

2.1.3. The Self-discrepancy Theory 43

2.2. Research summary of variables 46

2.2.1. Summary of Chinese-style ethical leadership research 46

2.2.2. Summary of Organizational Commitment Research 50

2.2.3. Summary of Research on Turnover Tendency 55

2.2.4. Psychological Capital Theory 59

2.2.5. Summary of research on power distance 66

2.3. Review of related research between research variables 71

2.3.1. Related research on Chinese-style ethical leadership and organizational commitment 71

2.3.2. Relevant research on Chinese-style ethical leadership and turnover intention 71

2.3.3. Related research on psychological capital and organizational commitment 72

2.3.4. Relevant research on psychological capital and turnover intention 74

2.4. Summary of literature research 75

III. Theoretical model, hypothesis and Research design 77

3.1. Construction of the theoretical model 77

3.2. Research hypothesis 79

3.2.1. The hypothesis of the relationship between Chinese-style ethical leadership and the organizational commitment of the new generation of employees 79

3.2.2. The hypothesis of the relationship between Chinese-style ethical leadership and the new generation of employees' turnover intention 80

3.2.3. The hypothesis of the relationship between Chinese-style ethical leadership and the psychological capital of the new generation of employees 82

3.2.4. Assumptions on the relationship between psychological capital and the organizational commitment of the new generation of employees 86

3.2.5. Hypothesis of the relationship between psychological capital and the turnover intention of the new generation of employees 89

3.2.6. The hypothesis of the mediating role of psychological capital between Chinese-style ethical leadership and the organizational commitment of the new generation of employees 90

3.2.7. The mediation hypothesis of psychological capital between Chinese-style ethical leadership and the new generation of employees' turnover intention 93

3.2.8. The hypothesis of the moderating effect of power distance between Chinese-style ethical leadership and psychological capital 95

3.2.9. The moderated mediating effect hypothesis 98

3.3. Operational definition and dimensions of variables 99

3.3.1. The operational definition and dimensions of Chinese-style ethical leadership 99

3.3.2. Operational definition and dimensions of turnover intention 100

3.3.3. Operational definition and dimensions of psychological capital 101

3.3.4. Operational definition and dimensions of power distance 102

3.3.5. Operational definition and dimensions of Organizational Commitment 103

3.4. Measuring tools for each variable 104

3.4.1. Measurement of Chinese-style ethical leadership 104

3.4.2. Measurement of organizational commitment 105

3.4.3. Measurement of turnover intention 106

3.4.4. Measurement of psychological capital 106

3.4.5. Measurement of power distance 107

3.5. Reliability and validity test of test samples 107

3.5.1. Selection of test samples 108

3.5.2. Reliability test of questionnaire 109

3.5.3. Validity test of the questionnaire 110

3.6. Data collection and processing of large samples 112

IV. Empirical analysis and hypothesis testing 114

4.1. Results of descriptive statistics 114

4.1.1. Descriptive statistical analysis of demographic characteristics 114

4.1.2. Descriptive statistics of variables 116

4.2. Reliability test and factor analysis 117

4.2.1. Reliability test 117

4.2.2. Exploratory factor analysis 118

4.2.3. Confirmatory factor analysis 120

4.2.4. Convergent validity 122

4.3. Common method biases test 124

4.4. Discriminative validity 126

4.5. Structural equation model analysis 127

4.6. Hypothesis testing 128

4.7. A test of the mediating role of psychological capital 132

4.8. Power distance plays a moderating role in the relationship between Chinese-style ethical leadership and psychological capital. 141

4.8.1. Functional distance plays a moderating role in the relationship between Chinese ethical leadership and psychological capital. 141

4.8.2. Emotional distance plays a moderating role in the relationship between Chinese-style ethical leadership and psychological capital. 143

4.8.3. The empirical analysis of power distance has a moderating effect between Chinese-style ethical leadership and psychological capital. 144

4.9. Summary of empirical test results 145

V. Research conclusions and prospects 153

5.1. Research conclusion 153

5.1.1. Research conclusions on the main effect of Chinese-style ethical leadership on the organizational commitment of the new generation of employees 154

5.1.2. Research conclusions on the main effect of Chinese-style ethical leadership on the main effect of the new generation of employees' turnover intention 155

5.1.3. Research conclusions on the mediating effect of psychological capital 157

5.1.4. Research conclusions on the moderating effect of power distance 158

5.1.5. Research conclusions on moderated mediation effects 159

5.2. Research contribution and practical inspiration 160

5.2.1. Theoretical contribution 160

5.2.2. Practical inspiration 162

5.3. Research limitations and future research prospects 167

5.3.1. Research limitations 168

5.3.2. Research Outlook 169

Reference 173

개요 190

Appendix 192

Table 1. Six basic self-state representations 44

Table 2. Six basic self-state representations 44

Table 3. Representative definitions of power distance 67

Table 4. Basic situation of trial survey samples (n＝96) 109

Table 5. Test sample reliability test 110

Table 6. KMO and Bartlett sphere inspection (n＝96) 111

Table 7. Basic information frequency statistics 115

Table 8. Descriptive statistics of variables 116

Table 9. Reliability analysis 118

Table 10. Summary table of KMO and Bartlett test and factor loading after rotation 119

Table 11. model fit 122

Table 12. Model Validity Table 122

Table 13. Harman single factor total variance explained 125

Table 14. Data potential error variable control method test results 125

Table 15. Differential validity analysis 127

Table 16. Overall Research Model Fit 127

Table 17. The results of hypotheses testing 128

Table 18. Bootstrap mediation effect test 133

Table 19. Bootstrap mediation effect test 134

Table 20. Bootstrap mediation effect test 137

Table 21. Bootstrap mediation effect test 139

Table 22. PDFD Moderation effect test 142

Table 23. PDED Moderation effect test 143

Table 24. Summary of research hypotheses 146

Figure 1. Technology Roadmap 35

Figure 2. Higgins' (1987) theory of self-discrepancy 43

Figure 3. Model picture 78

Figure 4. CFA 121

Figure 5. Overall Research Model Roadmap 127