為釐清家長式領導行為與部屬反應之關係,本研究先對華人教養類型與家長式領導間的關係進行探討,並進一步了解恩威並濟的領導類型,是否會使部屬對領導者產生家長式的知覺,並進一步導致其正向的態度反應。研究一針對台灣地區171位不同產業之員工進行研究,結果發現:(一)教養類型中,高控制高照顧教養類型的理想程度顯著高於其他三者;(二)領導類型中,除了恩威並濟領導展現是理想程度較高的領導類型外,低威高仁領導類型之理想程度則與恩威並濟領導類型相當;(三)兩兩對應的教養類型與領導類型的理想程度具有部分關聯。研究二則針對大陸地區154位不同產業之員工進行調查,結果發現:(一)領導類型中,除了恩威並濟領導展現能促使部屬有較高的家長式知覺外,低威高仁領導類型亦有相同的效果;(二)家長式知覺與部屬正向反應中的認同效法、敬畏順從與感恩圖報皆具有正相關;(三)恩威並濟領導展現對部屬認同效法與感恩圖報兩種反應的效果,確實需透過部屬家長式知覺的中介,但恩威並濟領導與部屬敬畏順從反應之間的關係,與部屬家長式知覺並無關連。最後,針對本研究假設驗證結果進行討論,並針對本研究主要貢獻和限制來說明,以及對未來研究方向與管理實務意涵提供些許建議。
To clarify the relationship between paternalistic leadership behaviors and subordinate responses, this study firstly connects paternalistic leadership phenomenon with Chinese parenting styles, and then proposes that the coexistence of leader authoritarianism and benevolence elicits subordinates’ parent-like perception toward their leaders, and, in turn, leads to positive subordinate responses. Two studies are designed to test the proposed framework. In Study 1, sampling 171 subordinates from diverse industries in Taiwan, I obtain the following findings: (1) High control – high care combination is rated the most ideal parenting style among other control – care combinations; (2) both high authoritarianism – high benevolence and low authoritarianism – high benevolence combinations are rated more ideal than the high – low and low – low combinations; (3) The relationship between parenting types and the leadership styles are partially supported. In Study 2, I sample 154 subordinates from different industries in China. Results indicate that: (1) both high authoritarianism – high benevolence and low authoritarianism – high benevolence combinations result in higher parent-like perception toward leaders than the high – low and low – low combinations; (2) parent-like perception toward leaders positively relates to subordinates’ identification, compliance, and gratitude; (3) parent-like perception toward leaders mediates the relationships between leadership styles and subordinates’ identification and gratitude, but it does not mediate the association between leadership styles and subordinates’ compliance. Implications and future research directions are discussed.