家長式領導與部屬工作績效之關係：探討情緒勞動演出的中介效果

The Relationship between Paternalistic Leadership and Employee Work Performance: The Mediating Roles from Acting of Emotional Labor

李庭閣(Ting-Ko Lee) ； 張珈進(Chia-Chin Chang) ； 黃少宇(Shao-Yu Huang) ； 嚴國晉(Kuo-Ching Yen)

《人力資源管理學報》 16卷3期 (2016/09) Pp. 93-129

https://doi.org/10.6147/JHRM.2016.1603.04

摘要

傳統華人組織中，主管領導與部屬工作績效間之關聯性，已長期受到學術與實務界的關注。本研究主要探討主管的家長式領導三元模式與部屬工作績效之間的關係，並進一步探究情緒勞動之深層演出與表層演出策略的中介機制。家長式領導包含威權、仁慈與德行領導；工作績效區分為任務績效與職場偏差行為。本研究採問卷調查法，以國軍職場第一線服務人員及其主管為樣本，共蒐集414 份有效配對資料，並運用結構方程模型（structural equation modeling, SEM）進行檢驗。研究結果發現，深層演出不但對仁慈領導與任務績效之間具有中介效果外，且對德行領導與任務績效之間亦存在中介效果；此外，表層演出對仁慈領導與職場偏差行為之間存在中介效果外，亦對德行領導與職場偏差行為之間存在中介效果。最後，本研究根據結果回應組織行為與管理之理論與實務意涵。

關鍵字

家長式領導 ； 表層演出 ； 深層演出 ； 任務績效 ； 職場偏差行為

並列摘要

In traditional Chinese society organizations, the relationship between leadership style and work performance has been concerned in the academic and practice field. Based on the emotion regulation theory, this study explores how the leadership style influences work performance, and further examines the mediating mechanism of emotional labor. Specifically, the leadership style refers to the paternalistic leadership that has three dimensions, including authoritarianism, benevolence and morality. Emotional labor is consisted of surface acting and deep acting strategies, and job performance includes task performance and workplace deviance. Base on the first-line service personnel and their leaders from the Republic of China Armed Forces, a total of 414 samples were collected and analyzed by using the structural equation modeling (SEM). The results find that deep acting not only significantly mediates the relationship between benevolence leadership and task performance but also mediates the relationship between morality leadership and task performance. Moreover, surface acting not only significantly mediates the relationship between benevolence leadership and workplace deviance but also mediates the relationship between morality leadership and workplace deviance. In the end, this study makes a response to the theoretical and practical implications of organizational behavior and management, and future suggestions are provided.

並列關鍵字

paternalistic leadership ； surface acting ； deep acting ； task performance ； workplace deviance

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