- 學位論文
領導者與部屬上下關係認定之模式建構及其影響效果
The Model and Effect of Leader-Subordinate Relational Identity
摘要
上下屬對彼此關係的認定如何影響雙方的行為，近年來頗受研究者重視。本研究有別於以往研究上下關係採取類別互動或自我概念的觀點，改以社會認知基模的觀點，特別關注領導者與部屬對上下關係本質的認知結構與類別內涵。本研究首先回顧組織中領導者與部屬上下關係的理論與研究。其次，經由分析歸納中西方過去人際關係的研究，並考量華人傳統文化與西方文化衝擊後之現代化組織內上下關係的特性，進一步釐清領導者與部屬上下關係認定的認知結構向度與內涵。將領導者與部屬上下關係認定區分為「平等/不平等」與「親密/疏遠」兩個認知向度，並依此分類為四種上下關係的內涵：平等而親密的關係內涵為情感共享上下關係；平等而疏遠的關係內涵為工作利益上下關係；不平等而親密的關係內涵為照顧回報上下關係；不平等而疏遠的關係內涵則為權威服從上下關係。其次，依據領導者的四種上下關係內涵探討不同的上下關係認定會引領領導者展現什麼樣的領導行為，以及如何進一步透過領導行為影響部屬之上下關係認定。經由收集59套領導者與部屬的問卷（領導者問卷59份、部屬問卷251份）進行分析後，研究結果顯示：（1）領導者不同上下關係認定顯著影響其領導行為：情感共享關係認定與鼓舞激勵領導行為有顯著正相關；工作利益關係認定與專權領導有顯著正相關；與鼓舞激勵、仁慈領導有顯著負相關；照顧回報關係認定與尚嚴領導具顯著正相關；權威服從關係認定與專權領導具顯著正相關。（2）領導者領導行為顯著影響部屬上下關係認定：仁慈領導與部屬情感共享、照顧回報之關係認定具顯著正相關；尚嚴領導與部屬照顧回報、權威服從之關係認定具顯著正相關；專權領導與部屬工作利益關係認定具顯著正相關。最後，討論本研究的主要發現、研究貢獻、研究限制、未來研究方向與管理實務的意涵。
並列摘要
The issue of how relational identity about leader-subordinate affects each other’s behavior is getting more and more attentions in recent years. Different from past studies on leader-subordinate relationship taking viewpoints of interaction about classifications or self-concept, this study took perspective of social cognitive schema with special focus on the structure and content of relational cognition of leader and subordinate. Firstly, this study reviewed theories and researches related with leader-subordinate relationship in organization. Secondly, after reviewing past studies on interpersonal relationships in the East and West and considerations of characteristics of modernized organizations after cultural shock, this study further clarified the leader-subordinate relationship with two cognition axes: “equal/unequal” and “close/distant”, and use four dimensions to explore leader-subordinate relational identity(LSRI): communal affection (equal and close), instrumental exchange (equal but distant), care-repay (unequal but close), and authority-obedience (unequal and distant). Furthermore, according to the four dimensions of leader-subordinate relational identity, we explored how a leader’s LSRI leads to leadership behaviors and how a leader affects subordinate’s LSRI via leadership behavior. Using 59 work group as sample (59 leaders and 251 subordinates), the results of HLM and regression analysis showed: (1) Leader’s LSRI significantly affects leadership behavior: relational identity of communal affection has significantly positive relationship with motivational inspiration behavior; relational identity of instrumental exchange significantly and positively relates with authoritarian leadership behavior, but significantly has negative relationship with inspiration and benevolent leadership; relational identity of care-repay has significantly positive relationship with authoritative leadership; relational identity of authority-obedience has significantly positive relationship with authoritarian leadership. (2) Leadership behaviors are related significantly to subordinates’ LSRI: benevolent leadership is related positively to communal affection and care-repay relational identities; authoritative leadership has significantly positive relationships with care-repay and authority-obedience relational identities; authoritarian leadership has significantly positive relationship with subordinate’s relational identity of instrumental exchange. Finally, the main findings, contributions and limits, future research directions, and implications were also discussed.