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華人威權領導總是導致部屬負面結果嗎?由「不確定管理理論」探討威權領導對分配不公平與程序不公平之交互作用與部屬工作滿意度之關係的調節效果

Does Chinese Authoritarian Leadership Always Lead to Employee Negative Outcomes? Using Uncertainty Management Theory to Explore the Moderating Effect of Authoritarian Leadership on the Relationship between Distributive Injustice- Procedural Injustice Interaction and Employee Job Satisfaction

摘要


威權領導是華人組織特有的領導方式,儘管過去文獻指出威權領導會讓員工產生負面反應,但威權領導的特定屬性也能降低員工的不確定性。本研究試圖運用「不確定管理理論」與「公平過程-結果互動觀點」,以探討威權領導是否可以減緩程序公平與分配公平之交互作用對員工工作滿意度的預測效果。透過問卷調查法,本研究在兩個時間點蒐集華人組織員工之資料,共計回收136份有效問卷。結果顯示,只有在低威權領導(高不確定性)情況下,程序不公平與分配不公平之交互作用才對員工工作滿意度有顯著的預測效果;而在高威權領導(低不確定性)情況下,程序不公平與分配不公平之交互作用對員工工作滿意度並無顯著的預測效果。而最低的工作滿意度,是出現在低威權領導(高不確定性)下,「高程序不公平-高分配不公平」的情況中。研究結果對華人領導理論與實務之意涵,將在最後討論。

並列摘要


Authoritarian leadership is the characteristic leadership style in Chinese organization. Although past research has showed that authoritarian leadership leads to employee negative responses, some aspects of authoritarian leadership may also reduce employee uncertainty. Drawing on ”uncertainty management theory” and ”justice process-outcome interaction perspective,” we explored whether authoritarian leadership diminishes the interaction effect of procedural injustice and distributive injustice on employee job satisfaction. Using questionnaire survey, we collected data at two time-points and obtained 136 usable observations for hypothesis testing. The results of regression analyses showed that the interaction of procedural injustice and distributive injustice significantly related to employee job satisfaction only in the low authoritarian leadership condition (high uncertainty), whereas no such interaction effect was found in the high authoritarian leadership (low uncertainty). Employees reported a lowest level of job satisfaction in the low authoritarian leadership, high distributive injustice, and high procedural injustice condition. We discussed the theoretical and practical implications of our findings as well as future research directions.

參考文獻


任金剛、樊景立、鄭伯壎、周麗芳()。,未出版。
吳宗祐(2008)。主管威權領導與部屬的工作滿意度與組織承諾:信任的中介歷程與情緒智力的調節效果。本土心理學研究。30,3-63。
吳宗祐、周麗芳、鄭伯壎(2008)。主管的權威取向及其對部屬順從與畏懼的知覺對威權領導的預測效果。本土心理學研究。30,65-115。
吳宗祐、徐瑋伶、鄭伯壎(2002)。怒不可遏或忍氣吞聲:華人企業主管威權領導與部屬憤怒反應。本土心理學研究。18,3-49。
周婉茹、周麗芳、鄭伯壎、任金剛(2010)。專權與尚嚴之辨:再探威權領導的內涵與恩威並濟的效果。本土心理學研究。34,223-284。

被引用紀錄


謝婉柔(2014)。恩威並濟的家長式領導:機制探討與模式修正〔碩士論文,中原大學〕。華藝線上圖書館。https://doi.org/10.6840/cycu201400635
周婉茹(2016)。教誨而非謾罵:華人組織言教領導的概念建構與效度分析〔博士論文,國立臺灣大學〕。華藝線上圖書館。https://doi.org/10.6342/NTU201600366
周婉茹(2022)。運動情境中的教誨領導:文獻評析與概念建構體育學報55(1),1-14。https://doi.org/10.6222/pej.202203_55(1).0001

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