- 學位論文
主管差序對待幅度與部屬效能：平均德行領導的調節效果
Leadership Differentiation and Subordinate Effectiveness: The Moderating Effect of Average Moral Leadership
摘要
近年來許多國外的領導理論，如領導者─部屬交換關係與轉型式領導，都一再強調領導行為的差異程度在團體內的重要性。然而，過去家長式領導的研究議題，多集中在對偶層次與團體層次之直接效果的探討，忽略了家長式領導行為在團體內之差異幅度對部屬效能的影響。為了補足此一缺口，本研究試圖從主管展現差序幅度後所引發的角色規範之社會表徵機制，探討仁慈領導與威權領導的差序對待幅度對部屬效能的影響。此外，考量到領導者須展現合宜的行為，以彰顯其領導的正當性，本研究亦納入平均德行領導的概念，探討其與主管差序對待幅度間的交互作用效果。以跨層次模式分析軍事組織中的172個連隊（包含172位連隊長與516位排長），結果發現：威權領導差序幅度與客位組織公民行為具有顯著正相關，且平均德行領導對主管差序對待幅度與部屬效能間的關係具有負向調節效果。當平均德行領導低時，威權領導差序幅度與部屬客位組織公民行為、工作績效具有顯著正相關，而仁慈領導差序幅度則與部屬主位組織公民行為具有顯著正相關。當平均德行領導高時，主管差序對待幅度與部屬效能無顯著相關。最後，本研究針對結果進行討論，並提出理論與實務意涵、研究限制及未來研究方向。
並列摘要
Many western leadership theories, for example, LMX and transformational leadership, have been made in recent years and all emphasized on the importance of leadership divergence in the group. However, most of the paternalistic leadership (PL) researches in the past just focused on the direct outcome of dyad level and group level, but overlooked the influence on subordinate effectiveness, which caused by the differences of PL in the group. In order to complement the weakness in the field, this study demonstrates the social representations resulted from supervisor’s leadership differentiation and discusses the influence of benevolent leadership differentiation as well as authoritarian leadership differentiation on subordinate effectiveness. In addition, considering proper behavior of leaders are required to manifest their leading legitimacy, the study also brings into the concept of average moral leadership. This concept will be used to argue its interaction effect with leadership differentiation made by supervisors. A total of 172 companies in the military system (including 172 company commanders and 516 platoon commanders) were analyzed using cross-level approaches. A significant positive correlation was observed between the leadership differentiation and etic organization citizenship behaviors (OCB-etic). On the other hand, negative moderating effects, which caused by the average moral leadership, exist between supervisor leadership differentiation and subordinate effectiveness. When average moral leadership is low, not only authoritarian leadership differentiation and OCB-etic, job performances are significantly positive correlated, but also benevolent leadership differentiation is in significantly positive correlated to the emic organization citizenship behaviors (OCB-emic). When average moral leadership is high, there is no significant correlation between leadership differentiation and subordinates’ effectiveness. Lastly, this study provides further arguments, theory contributions, and managerial implications. Limitations and future research directions are also discussed.