Opening the Black Box: A Two-Dimensional Model of Authoritarian Leadership and Task Performance

掀開神秘的面紗：雙向度威權領導與工作績效

周婉茹(Wan-Ju Chou) ； 鄭伯壎(Bor-Shiuan Cheng)

《中華心理學刊》 56卷4期 (2014/12) Pp. 397-414

https://doi.org/10.6129/CJP.20140619

摘要

本研究旨在探討雙向度威權領導的不同效果，及其影響工作績效的中介歷程，並進一步假設工作動力是其間的中介因子。研究者透過問卷調查，回收332份有效問卷。研究結果顯示，尚嚴領導對工作績效不具有預測效果，卻會透過工作動力產生正向間接效果；專權領導對工作績效具有負向預測效果，並會透過工作動力產生負向間接效果。本研究發現尚嚴與專權領導影響工作績效的中介效果，恰好具有一正一負的相反作用，更進一步指出採用雙向度威權領導模式，並檢驗其對結果變項的區分效果，具有理論與實務的價值。最後，針對研究意涵、研究限制、未來研究方向及實務應用加以闡述。

關鍵字

威權領導 ； 紀律 ； 支配 ； 工作動力 ； 工作績效

並列摘要

The present study examined the differential effects of two-dimensional authoritarian leadership with respect to task performance, and proposed driven to work as an underlying mechanism. The results from 332 employees indicated that discipline-focused authoritarian leadership had a non-significant impact on task performance, while it had a positive indirect effect on task performance through driven to work. Dominance-focused authoritarian leadership related negatively to task performance and had a negative indirect effect on task performance via driven to work. These findings demonstrate that research and practice will benefit from distinguishing the construct domains of authoritarian leadership and exploring their differential effects. Finally, we discuss the implications of the research findings, limitations, future research directions, and practice.

並列關鍵字

authoritarian leadership ； discipline ； dominance ； driven to work ； task performance

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