威權領導真的令人服從嗎？ 雙向度威權領導的效能與仁慈領導的調節作用

Does Authoritarian Leadership Evoke Compliance? Authoritarian Leadership's Effect on Subordinates’ Responses and the Moderating Effect of Benevolent Leadership

林孟君(Meng-Chun Lin)

指導教授 ： 鄭伯壎

國立臺灣大學/理學院/心理學研究所/碩士(2015年)

https://doi.org/10.6342/NTU.2015.10639

摘要

威權領導是富涵華人文化特色且常見於華人組織中的領導方式，依控制的焦點可分為對人的專權領導與對事的尚嚴領導，二者都強調部屬的服從。過去研究曾探討過威權領導與部屬服從反應的關係，然而尚未驗證區分為雙向度後，專權、尚嚴與部屬服從反應的關係，亦忽略了部屬並非無條件服從，而是表面順從，即採取陽奉陰違的方式表達迂迴不合作的可能性。有鑑於此，本研究首先探討雙向度威權領導（專權與尚嚴領導）與兩種部屬服從反應（服從不貳與陽奉陰違）的關係。接著進一步檢驗仁慈領導對兩者關係的調節效果，並試圖了解專權、尚嚴領導經由服從不貳與陽奉陰違的中介到工作績效的關係，以及這段關係如何受到仁慈領導的調節。本研究以問卷收集華人組織企業中109位主管與239位部屬的對偶樣本。HLM分析結果顯示，專權領導與部屬服從不貳有負向關聯、與陽奉陰違有正向關聯；尚嚴領導與部屬服從不貳有正向關聯、與陽奉陰違無顯著相關；仁慈領導會加劇專權領導與陽奉陰違的關係，亦會對專權領導經由陽奉陰違到工作績效的關係具有條件式間接效果。最後，本研究針對研究結果與貢獻進行討論，並提出研究限制及未來研究方向。

關鍵字

專權與尚嚴領導 ； 仁慈領導 ； 服從不貳 ； 陽奉陰違 ； 工作績效

並列摘要

Authoritarian Leadership (AL) is deeply rooted in Chinese culture and commonly seen in Taiwanese Organizations. AL can be divided into two dimensions, dominance-focused AL and discipline-focused AL. Subordinates' compliance is expected when leaders display AL. Past researchers have found that AL results in compliant subordinates. However, past researches have not compared the effects dominance-focused and discipline-focused AL have on subordinates. In addition, researchers also overlooked the possibilities that subordinates might feign compliance, showing compliance in front of their leader but disobeying the orders they receive behind their leader’s back. Seeing the lack in past researches, this study aimed to examine three aspects regarding AL. First, this study analyzed how dominance-focused and discipline-focused AL affect subordinates' compliance behaviors—whether subordinates are consistently being obedient or they only feign compliance in public. Second, this study addressed how the benevolent leadership commonly seen in Chinese culture moderates the way subordinates react to two types of AL. Lastly, this study examined the relationship between subordinate's compliance and work performance. This study collected paired samples from 109 supervisors and 239 subordinates from Taiwanese business and used HLM to analyze the data. The results indicated that dominance-focused AL related negatively to obedience and related positively to feigned compliance; discipline-focused AL related positively to obedience but not significantly related to feigned compliance. Only the relationship between dominance-focused AL and feigned compliance was moderated by benevolent leadership, and feigned compliance further hindered work performance. The implications of the research finding, limitations and future research directions are discussed at the end.

並列關鍵字

dominance-focused and discipline-focused authoritarian leadership ； benevolent leadership ； obedience ； feigned compliance ； work performance

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